1. Purpose

1.1 These procedures support the operationalisation of the University’s procurement approach by outlining the processes required to ensure all procurement activities are conducted effectively, consistently, and in alignment with institutional standards.

1.2 These procedures must be read in conjunction with the linked Procurement – Operational Policy.

2. Scope and application

2.1 This policy applies to:

(a) all University staff, students, contractors and third parties acting on behalf of the University;

(b) all University expenditure, regardless of funding source (e.g., operational, capital, research, or grant funding), when the University is the purchaser of goods, services, or works; and

(c) establishment of procurement arrangements, including government arrangements, sector-wide agreements, supplier panels, consortia agreements, and University-endorsed digital marketplaces.

2.2 This policy does not apply to:

(a) grant transactions when the University is the recipient or provider of research or philanthropic grants which are managed in accordance with Internal Research Grants Schemes – Guideline (login required), Externally Funded Research – Academic Policy, Learning and Teaching Grants, Awards and Fellowships - Academic Policy, and Sponsorship – Operational Policy;

(b) property transactions, including purchase, sale, lease, or license of land or buildings, which are managed in accordance with the Property Acquisition - Procedures;

(c) non-addressable spend including statutory payments, taxes, insurance premiums, council rates.

(d) memberships and accreditations for professional associations;

(e) engagement of staff through University payroll (including casual or sessional employment); or

(f) payments made to students, including but not limited to scholarships, bursaries, and practicum or placement payments.

3. Definitions

3.1 Refer to the University’s Glossary of Terms for definitions as they specifically relate to policy documents.

Acquisition refers to the procurement end-to-end process of obtaining goods and services, from identifying a need through to receiving and paying for the deliverables. It encompasses all procurement phases including planning, sourcing, contract award, ordering, delivery, and contract close-out. Acquisition focuses on the completion of the transaction and fulfilment of the requirement, including financial, legal, and logistical aspects.

Buying guide refers to an endorsed instructional tool that provides category-specific direction on how to engage a particular established procurement arrangement. It outlines the approved sourcing pathway, value thresholds, required documentation, evaluation expectations.

Centre-led procurement model refers to a procurement operating model in which strategic sourcing, governance, policy, and process oversight are coordinated by a central procurement function, while purchasing activity and contract management responsibilities are shared with, or carried out by, individual organisational units in accordance with defined roles, delegations, and procedures. The centre-led model enables consistent standards, aggregated buying power, and alignment to organisational procurement objectives, while allowing flexibility for local operational needs.

Core services refers to functions that are essential to the University’s core mission and day-to-day operations. These include teaching, research, academic supervision, administration, and other roles typically performed by University employees.

Established procurement arrangements refers to pre-existing supplier arrangements that the University is authorised to use. These include Queensland Government Common-Use Supply Arrangements (CUSAs), Standing Offer Arrangements (SOAs), supplier panels, sector or consortia agreements, and University-endorsed digital marketplaces. These arrangements provide pre-agreed terms, pricing, and conditions and must be used in the first instance where applicable.

Non-addressable spend refers to categories of expenditure that are not subject to procurement influence or commercial levers due to their inherent nature or constraints. This includes payments that are statutory, regulatory, or non-discretionary in nature, such as taxes, government charges, insurance premiums, and court-ordered payments. It also includes student-related transfers such as scholarships, bursaries, or stipends, as well as internal transfers, grants, and legacy contractual commitments that cannot be renegotiated.

Procurement strategy refers to a planning document developed for procurement over $250,000 (excl. GST). It aligns University stakeholders to ensure a united and transparent position on the sourcing approach. The strategy outlines objectives, market approach, evaluation methodology, purposeful public and responsible procurement considerations, governance requirements, and risk management. Its purpose is to provide a clear and defensible plan that supports sound decision-making and delivers outcomes in alignment with the Procurement – Operational Policy.

Procurement thresholds refers to the set out the minimum process, documentation, and approval requirements for procurement activity. They provide a tiered approach based on value and risk, ensuring the procurement process applied is appropriate and proportionate.

Purchasing refers to the operational process of raising and approving purchase orders (POs), confirming budget availability, and initiating payment for goods or services in line with an approved contract or sourcing outcome.

Shared value refers to procurement and commercial practices that create mutual benefit for the University and the wider community by contributing to the Queensland Procurement Policy’s (QPP) purposeful public procurement outcomes. This includes using the University’s purchasing power to support local workforces and suppliers, strengthen regional supply chains, increase opportunities for small, family and medium businesses, Indigenous and social enterprises, improve environmental outcomes, and encourage inclusive employment practices, all while achieving value for money and meeting the University’s operational requirement.

Sourcing refers to the process of identifying, evaluating, and selecting suppliers to meet the University’s requirements for goods, services, or works. It includes all activities from defining the need, developing procurement strategies, conducting market engagement (such as tenders or quotes), assessing responses, and awarding contracts.

RF(x) refers to a suite of formal procurement processes used to invite offers from suppliers, where “x” represents different types of requests depending on the context. This can include a Request for Quotation (RFQ), Request for Tender (RFT), Request for Proposal (RFP), or Expression of Interest (EOI). These processes are selected based on the value, risk, and complexity of the procurement activity, and are designed to promote transparency, fairness, and value-for-money outcomes through competitive engagement with the market.

Set-aside refers to a strategic procurement approach where specific procurement opportunities are able to demonstrate purposeful public procurement outcomes. Under a set-aside, these suppliers are given the first opportunity to demonstrate value for money before the opportunity is released to the broader market. This approach is often supported by a procurement strategy and is applied in alignment with the and Value-Risk Matrix (VRM).

Value for money refers to obtaining the best possible outcome from the resources available, considering both financial and non-financial factors. It requires assessing whole-of-life costs and benefits, quality, fitness for purpose, risk, sustainability, supplier capability, and opportunities to create shared value, rather than focusing solely on the lowest price.

Value-Risk Matrix (VRM) refers to a tool used to guide procurement and contracting activities by classifying them according to their value and risk. The VRM determines the proportionate level of planning, governance, approval, and contract management required.

Whole-of-life costs refers to the total cost of ownership of a good, service, or asset over its entire useful life. This includes not only the initial purchase price, but also associated costs such as planning, acquisition, installation, operation, maintenance, support, licensing, renewal, upgrades, transition, and end-of-life disposal. Considering whole-of-life costs ensures that procurement decisions reflect long-term value, sustainability, and risk.

4. Procurement end-to-end process

4.1 The procurement end-to-end process is structured across three interlinked phases:

(a) plan-to-strategy (P2S);

(b) source-to-contract (S2C); and

(c) purchase-to-pay (P2P).

4.2 The phases integrate with the contract lifecycle management model forming the procurement and contract lifecycle as illustrated in Diagram 1 – Procurement end-to-end process. All contracts resulting from procurement activities are subject to governance, risk, performance, and close-out requirements proportionate to value and risk, in accordance with the Contract Management – Operational Policy and Procedures.

Diagram 1: Procurement End-to-End Process

4.3 Procurement requirements vary depending on the nature of the procurement. Reference must be made to the Appendix 014: Procurement Thresholds Guide which outline the required process, documentation, and approval requirements. This tiered approach ensures that procurement activities are appropriate and proportionate to their value and risk.

4.4 Additional support is provided through the Quick Reference Guides (login required) which offer targeted guidance and simplified instructions to assist staff in applying the appropriate process for their procurement activity.

4.5 The level of documentation, oversight, and formality applied to each procurement activity is proportionate to its assessed value and risk and can be guided using Value-Risk Matrix (VRM).

4.5 Plan-to-strategy (P2S)

4.5.1 The plan-to-strategy phase establishes the foundation for a successful procurement outcome by aligning business needs with strategic priorities and determining the appropriate approach.

4.5.2 Requirements of this phase include:

(a) defining the business need and strategic context by clearly articulating:

(i) the requirement, drivers, and intended outcomes; and

(ii) ensuring alignment with the University’s strategy, approved budget, and operational priorities;

(b) assessing requirements, value, and risk by:

(i) confirming specifications, budget, and key risks guided by VRM to classify the procurement activity (routine, focused, or strategic), which informs the level of internal due diligence, including, process, contract type, documentation, and oversight required; and

(c) determining the procurement approach and governance pathway by:

(i) selecting the most suitable sourcing method (e.g., existing arrangements or RF(x) process); and

(ii) identifying the necessary governance and approval steps based on the procurement classification and risk profile.

4.5.3 Established procurement arrangements

4.5.3.1 To support efficient, compliant, and low to medium risk procurement, staff must utilise approved arrangements in the first instance and wherever applicable.

4.5.3.2 The use of approved suppliers and panels is mandatory where applicable. These arrangements streamline procurement, reduce risk, and ensure compliance with established commercial terms. Further guidance on approved suppliers and panel is available on Established Procurement Arrangements - MyUniSC page (login required).

4.5.3.3 Arrangements can include:

(a) Queensland Government Common-Use Supply Arrangements;

(b) AUPN (Australian University Procurement Network) arrangements

(c) CAUDIT (Council of Australasian University Directors of Information Technology) arrangements;

(d) CAUL (Council of Australasian University Librarians);

(e) ARLac (Academic & Research Library Acquisition Consortium); and

(F) Other recognised cooperative or sector-wide panels.

4.5.3.4 When no suitable arrangement exists staff must follow Appendix 014: Procurement Thresholds Guide and apply the VRM to determine appropriate sourcing methods.

4.5.3.5 Strategic Procurement can provide advice on mandatory or preferred pathways and assist in identifying the most appropriate sourcing method.

4.5.4 Buying guides

4.5.4.1 Buying guides provide essential instructions for using approved procurement arrangements effectively and compliantly. Their purpose is to ensure consistency in supplier selection, quotation processes, and ordering requirements.

4.5.4.2 When an endorsed buying guide is available, staff must follow the specified procedures outlined in the guide, including supplier selection, quotation protocols, and ordering steps.

4.5.4.3 When no buying guide is available, staff must refer to Appendix 014: Procurement Thresholds Guide

to ensure the procurement process remains appropriate and proportionate.

4.5.5 Category-specific approvals

4.5.5.1 Certain categories of goods and services require specialised oversight due to operational, safety, technical, or branding considerations. Table 2: Responsible Areas identifies the categories requiring specialised oversight and specifies the organisational unit responsible for authorising procurement within each category.

4.5.5.2 To ensure appropriate governance purchasing delegates and sourcing leads must:

(a) consult with responsible organisational units prior to initiating procurement, particularly where integration, risk, or compliance factors are involved; and

(b) obtain prior approval from the relevant organisational units listed before commencing any procurement activity.

Table 2: Responsible Areas

4.5.6 Direct negotiations (single source engagement)

4.5.6.1 Engaging a single supplier without a competitive process, known as direct negotiation or single source engagement, is only permitted under specific, justifiable circumstances that align with the University's procurement principles and governance requirements.

4.5.6.2 Direct negotiation (single source engagement) is only permitted when:

(a) a single quote is permitted under Appendix 014: Procurement Thresholds Guide or as outlined in approved procurement arrangements or buying guides;

(b) sole supplier availability (e.g. proprietary technology, exclusive rights, unique expertise);

(c) project continuity with an incumbent supplier;

(d) strategic value or relationship management;

(e) equipment compatibility (particularly scientific/technical purchases < $500,000 (excl. GST));

(f) purposeful public procurement aligned with the University’s spend for good initiatives and the QPP; or

(g) emergency or unforeseen urgency to protect health, safety, compliance, or continuity.

4.5.6.3 Clear documentation must be provided to demonstrate how the proposed single source engagement meets one or more of the permitted conditions and clearly outline the rationale for bypassing competitive sourcing, referencing accepted conditions.

4.5.6.4 Purchase order (PO) requests cannot be approved without a Single Source Justification (login required) which supports governance and legislative obligations.

4.5.6.5 For procurement classified as routine or focused under the VRM and valued between $20,000 and $250,000 (excl. GST), the following steps are mandatory before engaging the supplier:

(a) a Single Source Justification (login required) must be prepared by the purchasing or sourcing delegate; and

(b) submitted for approval by Strategic Procurement.

4.5.6.6 For procurement valued over $250,000 (excl. GST), a procurement strategy is required and must be prepared by the sourcing lead. This strategy must be endorsed by the Procurement Leadership Group (PLG) before the procurement process begins.

4.5.7 Purposeful public procurement ‘spend for good’

4.5.7.1 Purposeful public procurement is a mandatory consideration in all University purchasing and sourcing activities. It ensures that procurement decisions reflect ethical, environmental, social, and economic values aligned with the University's strategic priorities.

4.5.7.2 Spend for good is a key expression of purposeful public procurement, focusing on creating positive social, economic, and environmental impact through supplier engagement.

4.5.7.3 Purchasing delegates and sourcing leads must actively consider opportunities to engage sourcing and supplier selection that align to purposeful public procurement outcomes.

4.5.7.4 All procurement activities must consider these procurement dimensions relevant to the category, supplier type, and scope of goods or services being acquired. This includes low-value transactions where a quotation or supplier selection is involved.

4.5.7.5 Sourcing activities greater than or equal to $250,000 (excl. GST), require evaluation that incorporate weighted criteria addressing purposeful public procurement outcomes. A minimum weighting of 15% must be applied to a during supplier selection and evaluation.

4.5.7.6 When purposeful public procurement criteria are used, suppliers must be informed via RF(x) documentation and asked to respond with specific examples, certifications, or proposed commitments.

4.5.7.7 Purposeful public procurement outcomes include, but are not limited to:

(a) local benefits, including local workforces, use of local suppliers within the supply chain, and support for local manufacturing;

(b) regional and community benefits, including positive social, economic, and place-based impacts;

(c) increasing spend with small, family and medium enterprises, and removing barriers to their participation in procurement;

(d) increasing spend with Aboriginal and Torres Strait Islander businesses,

(e) increasing spend with social enterprises and other purpose-driven suppliers;

(f) increasing spend with female-owned businesses, and encouraging gender equality in supplier workforces;

(g) environmental sustainability, including improved environmental outcomes, reduced waste, and increased use of locally recycled materials;

(h) inclusive employment practices, including commitments to apprentices and trainees, and increased employment of:

(i) people with disability

(ii) women

(iii) Aboriginal and Torres Strait Islander peoples

(iv) veterans, including suppliers that are owned by or that employ veterans, or that support veteran transition or partner with veteran charities or training programs; or

(i) creation of enduring community value, including contributions to housing availability, affordability, and long-term regional resilience.

4.5.7.8 Strategic Procurement can apply set-aside arrangements, reserving a procurement or portion of spend exclusively for spend for good suppliers. This ensures these suppliers have a fair opportunity to demonstrate value for money before the process is opened to the broader market.

4.5.7.9 Guidance on applying set-asides, or identifying eligible suppliers, can be obtained from Strategic Procurement. Purchasing delegates and sourcing leads are encouraged to consult recognised supplier directories, including but not limited to:

(a) Supply Nation;

(b) Black Business Finder;

(c) Social Traders.

4.5.7.10 In addition to the purposeful public procurement outcomes, all University procurement activities must apply the following responsible procurement requirements as part of the planning, sourcing and contract management process:

(a) Cybersecurity and data privacy – Where goods or services involve University, personal or sensitive data, appropriate data-handling and cybersecurity expectations must be considered, with advice sought from ICT, Cybersecurity or the Privacy Officer when required;

(b) Workplace health, safety, diversity, inclusion and wellbeing – Suppliers are expected to demonstrate safe work practices and support diversity, inclusion and wellbeing within their workforce. These considerations should be factored into sourcing and contract decisions where relevant;

(c) Supplier governance and ethical conduct – Suppliers should operate ethically and in line with the University’s probity and conduct expectations. Any concerns identified during normal sourcing processes should be managed through standard procurement steps; and

(d) Supplier diversity and inclusive employment practices – Consideration should be given to suppliers that demonstrate inclusive, equitable and lawful employment practices consistent with University values.

4.5.8 Engagement of contractors

4.5.8.1 The engagement of contractors (including sole traders, consultants, or other non-employee individuals) must only occur when there is a legitimate business need to obtain specialist skills or expertise not available within the University and which do not form part of the University’s core services.

4.5.8.2 When a role involves the delivery of core services, engagement must occur through employment, not as a contractor. These cases must be referred to People and Culture for assessment and action via appropriate employment processes.

4.5.8.3 For further guidance, refer to the Contractor Management - Guidelines.

4.5.9 Project-related procurement

4.5.9.1 Procurement activities that form part of a project, such as strategic initiatives, regulatory compliance, or operational improvements, often involve complex or multi-phase requirements. These activities can include:

(a) goods;

(b) services;

(c) software;

(d) infrastructure; or

(e) consultancy engagements.

4.5.9.2 When procurement is linked to a project, it must be managed in accordance with the Project Assessment and Management - Operational Policy to ensure alignment with governance, planning, and delivery standards.

4.5.9.3 Refer to the MyUniSC Projects page (login required) to determine whether the activity must be managed as a project or as business-as-usual. When identified as a project complete a Project Concept Brief and follow the steps outlined in Appendix 004 – UniSC Project Management Manual (login required) .

4.5.10 Purchasing for academic, teaching, research and fieldwork

4.5.10.1 ASU Specialty Purchasing Team must be engaged for all procurement related to academic, teaching, research, and fieldwork.

4.5.10.2 When purchases are under $5,000 the purchasing delegate must first use University-established catalogues or digital marketplaces. When no suitable contract or panel exists the purchasing delegate must:

(a) obtain pre-approval from relevant supervisor or Dean; and

(b) complete the Purchasing Order Form (login required) and submit via email to the Academic Support Unit procurement team, copying the relevant supervisor or Dean for confirmation.

4.5.11 Conflicts of interest

4.5.11.1 Conflicts of interest must always be considered in procurement to ensure sourcing decisions remain impartial, transparent, and free from undue influence in accordance with Conflict of Interest – Governing Policy.

4.5.11.2 For sourcing events classified as strategic or valued over $250,000, formal Conflict of Interest Declaration Form (login required) is mandatory for all participants.

4.5.11.3 For all other sourcing events, the purchasing delegate is responsible for ensuring all participants have actively considered whether an actual, potential, or perceived conflict exists.

4.5.11.4 When a conflict is identified, whether actual, potential, or perceived, a formal Conflict of Interest Declaration Form (login required) must be made in accordance with Conflict of Interest – Governing Policy. This obligation applies before supplier engagement and continues throughout the procurement end-to-end process.

4.5.11.5 Conflicts must be managed in accordance with:

(a) Conflict of Interest – Governing Policy;

(b) Conflicts of interest - MyUniSC page (login required); and

(c) Conflict of Interest Declaration Form (login required).

4.5.11.6 Anonymous reporting of conflicts or concerns is available through various channels, in accordance with the Public Interest Disclosure – Governing Policy and Procedures.

4.5.12 Probity management

4.5.12.1 Procurement must be conducted with integrity, impartiality, and in alignment with public sector standards. Probity must be embedded in both conduct and documentation throughout the procurement lifecycle.

4.5.12.2 Formal probity oversight by an external probity advisor or auditor can be required when:

(a) the procurement is greater than $250,000 (excl. GST) and strategic under the VRM; or

(b) probity risk indicators are present (e.g. high commercial sensitivity, political visibility, or complex stakeholder environment).

4.5.12.3 When either condition above applies, a Probity Risk Calculator can be used to assess the need for a formal or independent oversight. This assessment must be completed in consultation with Strategic Procurement.

4.5.12.4 Any probity issues must be raised promptly with Strategic Procurement or line management. Issues must be documented and resolved appropriately. Breaches must be assessed individually for risk impact and addressed in accordance with University governance requirements.

4.6 Source-to-contract (S2C)

4.6.1 The source-to-contract phase involves selecting the appropriate sourcing method, engaging with suppliers, and formalising agreements to ensure value, compliance, and readiness for implementation.

4.6.2 Requirements of this phase include:

(a) confirming sourcing method by validating the chosen sourcing pathway (open market, closed tender, panel, direct negotiation, etc.) in line with thresholds and probity requirements;

(b) undertaking engagement, evaluation, and due diligence including:

(i) issuing documentation;

(ii) receive and evaluate offers against published criteria

(iii) conduct negotiations, and

(iv) assess supplier capability, risk, and compliance obligations; and

(c) formalising agreements and preparing for implementation including:

(i) finalising contractual documentation;

(ii) obtaining required approvals; and

(iii) ensuring all implementation activities (onboarding, transition, communications) are planned.

4.6.3 Due diligence checks

4.6.3.1 Due diligence is a critical component of the sourcing and evaluation process. It ensures supplier suitability, manages risk, and upholds the University’s ethical and compliance obligations.

4.6.3.2 Sourcing leads must undertake due diligence as part of all procurement activities. The VRM determines the level of checks required, with minimum actions proportionate to the value and risk of the engagement.

4.6.3.3 The following checks can apply depending on the procurement classification:

(a) Ethical supplier checks:

(i) required for engagements greater than or equal $20,000 (excl. GST) and recommended for all other procurements.

(ii) completed via the Queensland Government Procurement Compliance Portal (access restrictions apply). To request access, contact Strategic Procurement.

(b) Reference and financial checks:

(i) required for strategic procurements or engagements greater than $250,000 (excl. GST).

(ii) guidance should be sought from Strategic Procurement.

(iii) some checks can incur a fee, payable by the sourcing organisational unit.

(c) Cybersecurity and privacy checks:

(i) required when goods or services involve handling personal, sensitive, student, research, or institutional data.

(ii) additional oversight can be needed to meet the University’s data protection and cyber security obligations.

(d) Foreign interference checks:

(i) required when the supplier has international ownership, affiliations, or links to foreign governments or institutions.

(ii) refer to Countering Foreign Interference Guidelines - MyUniSC page (login required) for further guidance.

4.6.4 Multiple engagements

4.6.4.1 Suppliers must not be engaged repeatedly for substantially similar scopes of work unless there is a clear and justifiable reason, and all procurement requirements are met. Repeat engagements with the same supplier are only permitted when:

(a) each engagement is conducted through a formal RF(x) process, and the supplier demonstrably offers the best value for money in each instance;

(b) the engagement qualifies for direct negotiation (single source engagement) in accordance with Section 4.5.6 and

(c) a reasonable period has elapsed since the supplier was last engaged for comparable services—typically, a minimum of 12 months.

4.6.4.2 Splitting procurement to avoid thresholds, governance, or approval requirements is prohibited. Such conduct constitutes a breach of the Procurement – Operational Policy, Delegations Framework – Governing Policy and Staff Code of Conduct – Governing Policy.

4.7 Purchase-to-pay (P2P)

4.7.1 The purchase-to-pay process ensures that procurement activities are carried out efficiently, transparently, and in alignment with approved systems and delegations.

4.7.2 Requirements of this phase includes:

(a) processing purchase and delivery orders by:

(i) initiating and managing requisitions, POs, and payment processes in accordance with approved systems and delegated authorities.

(b) managing contract and supplier performance by:

(i) monitoring supplier performance throughout the contract lifecycle. This includes managing risks, addressing non-performance, and fulfilling reporting obligations, in accordance with the Contract Management – Operational Policy and Procedures.

(c) completing close-out and continuous improvement by:

(i) completing administrative close-out activities;

(ii) documenting lessons learned; and

(iii) identifying opportunities for improvement to inform future procurement activities.

4.7.3 Purchase order (PO) requirements

4.7.3.1 Purchase orders (POs) are a key financial and compliance control used to manage supplier engagements and ensure appropriate approval prior to committing University funds. A PO is required for all procurements, regardless of value, unless a listed exemption applies (refer Clause 4.7.3.5).

4.7.3.2 The purchasing delegate is responsible for ensuring the following requirements are met:

(a) formal quote requirement:

(i) a formal quote is obtained from the supplier prior to submission of an invoice, in accordance with Appendix 014: Procurement Thresholds Guide.

(b) mandatory PO use:

(i) all goods and services are supported by an authorised PO raised before any invoice is received, funds are committed, and goods or services are delivered.

(c) financial system controls:

(i) POs must be raised via the Purchase Requisition Form (login required);

(ii) invoices are not processed without a valid PO number.

(d) authorisation:

(i) requisitions must be approved in accordance with University Delegations – Governing Policy;

(ii) the authorising delegate must confirm the procurement is valid, represents value for money, and complies with Procurement – Operational Policy.

4.7.3.3 Incomplete or incorrect requisitions must be corrected before submission for PO issuance.

4.7.3.4 To raise a PO, the purchasing delegate must complete a Purchase Requisition Form. Supporting guidance can be found in the relevant working instructions. Prior to submission, ensure that the required number of quotations has been obtained in accordance with Appendix 014: Procurement Thresholds Guide.

4.7.3.5 A PO is not required for the following categories:

(a) pre-approved travel (with a valid travel requisition);

(b) purchases under $5,000 (excl. GST) paid via Corporate Card (where possible);

(c) library acquisitions (licensing, publications, periodicals, subscriptions);

(d) utilities (e.g. phone, gas, electricity, council rates);

(e) payroll items (e.g. superannuation, taxation);and

(f) refunds of student fees.

4.7.4 Variations to purchase orders

4.7.4.1 Purchasing delegates can vary existing POs, proved the variation is supported by appropriate documentation. The following documentation must accompany the request:

(a) updated quote or contract variation

(b) contractor claims (if applicable)

(c) calculations of revised expenditure

(d) supporting artefacts, memoranda or approvals

4.7.4.2 Supporting guidance can be found in the relevant working instruction (login required).

4.7.4.3 All PO amendments must comply with Appendix 014: Procurement Thresholds Guide and University Delegations – Governing Policy.

4.7.5 Invoice requirements and processing

4.7.5.1 Invoices form a core financial and compliance control within the purchase-to-pay process. They ensure that University funds are only expended for goods and services that:

(a) have been appropriately procured and approved;
(b) align with the terms and pricing of the contract, quotation or PO; and
(c) have been satisfactorily delivered.

4.7.5.2 Invoices submitted to the University must:

(a) include a valid and matching PO number (unless a listed exemption applies refer to Clause 4.7.3.5);
(b) clearly identify the supplier’s legal entity, ABN, invoice number, invoice date, GST status and remittance details;
(c) describe the goods or services supplied and the period of supply;
(d) itemise quantities, rates and totals consistent with the approved PO or contract; and
(e) be submitted directly to the University’s nominated accounts payable email address or system.

4.7.5.3 To ensure accuracy and prevent overpayment, invoices must meet the following three-way match requirements before payment is approved:

(a) PO – invoice value and description must align with the approved PO;
(b) Goods/Services Received – delivery confirmation, service completion, or milestone evidence must be recorded;
(c) Supplier Invoice – charges must correctly reflect the supplier’s invoice and agreed terms.

Where discrepancies arise (e.g., incorrect pricing, quantities, or missing PO), the invoice must be returned to the supplier for correction prior to processing.

4.7.5.4 Invoices submitted without a valid PO constitute non-compliance. In such cases:

(a) the invoice cannot be processed;
(b) the supplier is contacted to obtain the correct PO; and
(c) the purchasing delegate must raise a retrospective PO only where permitted by exemption and authorised by a financial delegate, noting this may trigger a compliance review.

4.7.5.5 Where contracts include progress claims, milestone payments, or stage-based deliverables:

(a) invoices must correspond to the approved contract schedule;
(b) the purchasing delegate must obtain evidence of milestone completion (e.g., performance reports, deliverables, contractor claims);
(c) any variation must align with Section 4.7.4 and delegation requirements.

4.7.5.6 When an invoice is incorrect, incomplete, duplicated, or inconsistent with the PO or contract:

(a) the purchasing delegate must notify Accounts Payable immediately;
(b) the invoice must be placed on hold and the supplier contacted to resolve the discrepancy;
(c) payment is only proceed once a corrected invoice is received and verified.

4.7.5.7 To support accurate financial reporting, compliance with legislative requirements, and supplier relationships:

(a) goods receipting and invoice approvals should occur within agreed/contracted timeframes;
(b) delays or disputes must be documented and resolved promptly (See Section 7);
(c) payments must be made in accordance with contracted terms and the University’s payment cycle.

4.7.6 Payment Terms

4.7.6.1 The University’s standard payment term is 30 days from receipt of a valid invoice.

4.7.6.2 Payment terms may vary where different terms are agreed in the formal quote or contract and recorded in the PO or contract.

4.7.6.3 Shorter payment terms, commonly 14 days, may be applied, where appropriate, for local suppliers, small businesses, Indigenous businesses and social enterprises, provided these terms are agreed during quotation or contract finalisation.

4.7.6.4 All payments must follow the agreed terms, including any milestone or progress-based schedules.

4.7.7 Separation of roles and segregation of duties

4.7.7.1 To ensure probity and accountability, every procurement must involve a minimum of two distinct roles across the procurement end-to-end process.

4.7.7.2 Procurement activities must be structured to ensure that no single individual has complete control over all stages of the procurement end-to-end process.

4.7.7.3 For routine lower-risk procurement, the same individual can act as both purchasing delegate and sourcing lead. However, financial approval and contract execution must always be performed by a separate authorised delegate.

4.7.7.4 At a minimum, the following roles must be fulfilled independently:

(a) procurement activity:

(i) led by a purchasing delegate or sourcing lead, covering need definition, sourcing, and evaluation.

(b) financial approval:

(i) provided by an independent financial delegate in accordance with the University Delegations – Governing Policy and Financial Delegation (login required).

(c) contract execution:

(i) performed by an authorised contract execution delegate in accordance with the University Delegations – Governing Policy and UniSC Contract Execution Sub-Delegations (login required).

4.7.7.5 When the financial delegate is also the purchasing delegate or sourcing lead, financial approval must be escalated to a separate delegate to ensure independence and probity.

4.7.7.6 This approach ensures that no single individual controls procurement initiation, sourcing, approval, and execution. It also remains practical and scalable for routine and low-risk procurement activities.

5. Contracting

5.1 Contracting forms a core element of the procurement end-to-end process and extends beyond the final execution stage. The University prioritises the use of established procurement arrangements; however, the applicable approved contract must still be executed. When no suitable arrangement exists, a new contract must be developed and executed.

5.2 When new contracts are necessary, contracting considerations must be addressed from the outset of the procurement process in accordance with the Contracts Management – Operational Policy and Procedures. This includes:

(a) early engagement with Strategic Procurement and Legal Services;
(b) engagement with other relevant functions (e.g. Privacy, IT, Governance and Risk Management, Finance Services) as determined by the VRM classification; and
(c) confirmation of delegations, approvals, and governance pathways.

6. Record keeping

6.1 Record keeping is integral to every stage of the procurement and contract lifecycle, not just at close-out. Accurate and comprehensive records must be created and maintained in accordance with the Records Management – Procedures, ensuring transparency, probity, and compliance with Procurement – Operational Policy and University governance requirements.

6.2 When Strategic Procurement is not directly involved, responsibility for record keeping rests with the purchasing delegate, sourcing lead, and the local organisational unit. These parties must ensure that all records are created, maintained, and stored in accordance with the Records Management – Procedures. Required records include, but are not limited to:

(a) procurement planning documentation (as prompted by the Appendix 014: Procurement Thresholds Guide);

(b) evidence of budget confirmation and approvals;

(c) conflict of interest considerations and declarations (where required);

(d) RF(x) documentation (requests, quotes, and supplier responses);

(e) evaluation records (scoring sheets, panel comments, recommendations);

(f) approvals to award (financial and contract execution);

(g) supplier correspondence (emails, clarifications, notices);

(h) executed contracts and any variations; and

(i) contract management and performance monitoring records (where applicable).

6.3 Failure to maintain adequate records may constitute non-compliance, exposing the University to:

(a) operational disruption;

(b) financial and reputational risk;

(c) delays in procurement progression; and

(d) potential need to pause or restart procurement activities.

7. Supplier complaints and issue management

7.1 Complaints and issues regarding the University’s procurement practices should be submitted to Strategic Procurement. Refer to the Supplier Complaints Factsheet (login required) for further details.

8. Roles and responsibilities

8.1 As the Approval Authority, Chief Financial Officer approves these procedures to operationalise the Procurement – Operational Policy.

8.2 As the Responsible Executive Member the Chief Financial Officer can approve guidelines to further support the operationalisation of these procedures. All procedures and guidelines must be compatible with the provisions of the policy they operationalise.

8.3 As the Designated Officer the Director, Strategic Procurement & Major Contracts can approve associated documents to support the application of these procedures.

8.4 These procedures operate from the last amended date, with all previous iterations of procedures on procurement are replaced and no longer operating from this date.

5.5 All records relating to procurement must be stored and managed in accordance with the Records Management - Procedures.

5.6 These procedures must be maintained in accordance with the University Policy Documents – Procedures and reviewed on a shortened 2-year policy review cycle.

5.7 Any exception to these procedures to enable a more appropriate result must be approved in accordance with the University Policy Documents – Procedures prior to any deviation from these procedures.

5.8 Refer to University Delegations – Governing Policy in relation to the approved delegations detailed within these procedures.

5.9 The following roles and responsibilities are specific to these procedures and have been aligned to the authorities and responsibilities in the Procurement – Operational Policy.

9. Appendices and supporting documents

Appendix 014: Procurement Thresholds Guide

UniSC Contract Execution Sub-Delegations (login required)