Officeforprojects Execution's Programming Sections andpurchasing Unitcouldbe avoidedifthelattercouldparticipate actively intheelaboration ofthe equipment components ofproject plansofactionandifacloseroverall co-ordination couldbeensured. 31.TheAdministration notedourobservations andwillensurebetterco-ordination aswellastimelyandproperpreparation ofproject purchase requisitions. -21- ..I ;of inits ~joint lres to ?F lonlon tothe in L1idated 36and rhad ngto reflect e he hly avel ve cies lediary :derto I ;ments lrmedin(b)Almosthalfoftherequests fortemporary assistance weresubmitted to theDivision ofPersonnel aftertheservices commenced orevenaftercompletion of theassignmentJ (c)Mostrequests fortemporary assistance donotcontain sufficient justification fortheservices required andapproving officials seemunableto assessaccurately theactualneedsoftheindividual operational units.' 25.Werecalled thatemployment ofstaffwithout propercontractual arrangements canbedetrimental totheinterests oftheorganization andwerecommend thatthe Division ofpersonnel shouldassumeaclosemonitoring roleinthetemporary assistance process. 26.TheAdministration statedthattemporary assistance procedures forUNDPare currently beingreviewed andappropriate updated guidelines willbeformulated. Procurement system Officeforprojects Execution procurement Submission ofrequisitions tothePurchasing unitoftheOfficeforProjects Execution 27.Ourreviewrevealed thatalmostallfourth-quarter purchase orders, representing morethanonethird($6,700,000) ofthetotalvalueofequipment ordered in1984,werestillawaiting shipment asat31December 1984.Obviously, thelatearrival ofsuchquantities ofordered goodsmustadversely affectthe progress andtimelycompletion ofprojects inthefield. 28.Wenotedthatthereasons fortheunsatisfactory situation asoutlined above mustbesoughtprimarily inaninadequate planning andco-ordination atthestage ofthepreparatory project formulation andelaboration ofdetailed workplansand operational schedules aswellasinthelatesubmission andpoorformulation of requisition formsbytheproject management officer. 29.Weobserved thattherequired detailed listsofequipment inputsareoften missing intheproject document filessubmitted totheOfficeforprojects Execution andthattheOfficeProcurement Unitonlyoccasionally receives copiesof current project budgets orotherrelevant documentation regarding UNDPprojects. Likewise~ incomplete orinadequate specifications onrequisitions transmitted to theOfficeaswellasthecommon, inappropriate useof"Rush"and"ASAP"as requisition targetdateoftenhindertheprocurement process forproject equipment andsupplies. 30.Ingeneral,itisour0p1n10n thatsomemisunderstanding occurring between the Officeforprojects Execution's Programming Sections andpurchasing Unitcouldbe avoidedifthelattercouldparticipate actively intheelaboration ofthe equipment components ofproject plansofactionandifacloseroverall co-ordination couldbeensured. 31.TheAdministration notedourobservations andwillensurebetterco-ordination aswellastimelyandproperpreparation ofproject purchase requisitions. -21- ..Competitive bidding onthebasisofequitable geographical distribution 32.Aspartofthepromotion ofprocurement bycompetitive bidding onthebasisof equitable geographical distribution, specific instructions ontheapproximate mix ofthegeographical originofmanufacturers andsuppliers tobeincluded in short-listings havebeenissued(seetheOfficeforprojects Execution's internal guidelines of29August1984). 33.Ourauditdisclosed nevertheless that,duetotheinsufficient numberof manufacturers andsuppliers fromdeveloping countries onthevendorroster, possible adherence bytheOfficeforProjects Execution totheseguidelines in practice ishighlyquestionable. Thefactindeedremains thatvendors from developing countries onlyoccasionally qualify fordelivery ofthetypesof equipment supplied via'theOffice. 34.Withaviewtoimproving thesituation, weadvised thattheOffice's purchasing Unitshouldutilize moreactively theservices oftheInter-Agency Procurement Services Unitandshouldpursueacontinuous exchange ofinformation withotherUnitedNations organizations maintaining detailed vendorrosters.
**Analysis**
The text appears to be discussing the management and procurement processes within a United Nations Development Programme (UNDP) office, specifically focusing on the execution of projects and the procurement of equipment and supplies. The issues raised include delays in the procurement process, inadequate planning and coordination, and the need for better communication between different units within the office. The text also touches on the importance of competitive bidding and the use of vendors from developing countries.

**Category**
Economic development, International trade