Tender document

TENDER BRIEFING DOCUMENT
THE IMPLEMENTATION OF A
NATIONAL HORTICULTURE
MARKETING SYSTEM AND ITS
MARKETING INFRASTRUCTURE
DEVELOPMENT
FOR NAMIBIA
CONTENTS
A DEFINITIONS and WRITTEN MATTER REFERENCES. 1
B ABBREVIATIONS (whenever used). 2
C THE TENDER BRIEFING DOCUMENT. 3
1. Important Notice.3
2. Introduction.3
3 The rationale for the project.5
4 Characteristics of the Namibian Horticultural Industry. 6
5 Project Structure.8
6 Business Market Plan Principles. 8
7. The Namibian Legislation Environment. 9
8. General Policies.10
9. Short Listing of Tenderers. 10
10. Submissions of Tenders. 11
Appendix A: Tender Process. 12
Appendix B: Terms of Reference (Round 1). 13
Appendix C: Terms of Reference (Round 2).14
DEFINITIONS and WRITTEN MATTER REFERENCES
1. “Closing hour and Date” means the closing date and hour specified in the title of tender 2. “The Act” means the Agronomic Industry Act, 1992 (Act 20 of 1992).
3. “The Policies” means the Green Scheme Irrigation Policy as approved by the former Ministry of Agriculture, Water and Rural Development, now Ministry of Agriculture, Water and Forestry.
4. “The Government Gazettes” means the related Agronomic Industry Act notices 5. “The National Horticulture Development Initiative, Feasibility Study into the Development of Infrastructure for the Marketing of Horticultural Produce in Namibia” means the Final Report dated May 2004 as compiled by the International Development Consultancy (IDC) in Association with Agritel and MBB Consulting Engineers.
6. “Irrigation Development in Namibia-Green Scheme and Horticulture Initiative for Namibia Cost/Benefit Analysis” means the report compiled by Price Waterhouse Coopers, Windhoek, Namibia issued January 2005.
7. “The Green Scheme Initiative Document” means the document (brochure) on commercial agriculture in the communal areas and sustainable development of irrigation in Namibia as issued by the Green Scheme Agency of Namibia.
8. “The Small-Scale Irrigation Farmers Brochure” means the brochure as issued by the 9. The Namibian Market Share Promotion Policy as compiled, documented and controlled 10. SACU (Southern African Customs Union) Agreement, an agreement reached between the governments of Botswana, The Kingdom of Lesotho, The Republic of Namibia, The Republic of South Africa and The Kingdom of Swaziland.
ABBREVIATIONS (whenever used)
7. Southern African Development Community 10. The Ministry of Agriculture, Water and Forestry 11. International Development Consultants 12. National Horticultural Development Initiative THE TENDER BRIEFING DOCUMENT
Important Notice
The information set out in this Summary of Information for a National Horticulture Marketing System and its Marketing Infrastructure Development has been prepared by the Namibian Agronomic Board (NAB) and its various task teams for the purpose of providing background information on the Implementation of a National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia to potential tenderers and interested parties with the necessary guidance on which to base an expression of interest for the project.
It is issued for information purposes only and is not binding on any party in any way.
While information in this Summary of Information for a National Horticulture Marketing
System and its Marketing Infrastructure Development has been prepared in good faith, it does
not purport to be comprehensive or independently verified. Recipients are therefore responsible
for satisfying themselves that any information upon which they rely is correct and must make
their own independent assessment of the opportunities described in this Summary of
Information for a National Horticulture Marketing System and its Marketing Infrastructure
Development after making such investigations and taking appropriate professional advice, as
they deem necessary.
The issuing of this Summary of Information for a National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia does not constitute an offer or invitation to enter into a contract, nor does it grant its recipients exclusivity.
Introduction
Namibia is a vast land with a summer rainfall. Drought is a fairly common phenomenon in most of the western and southern parts of the country on a year on year basis. Save for the northern and southern borders, being formed by perennial rivers namely the Kunene and Kavango in the north and the Orange River in the south, all other rivers are dry-bed rivers. Dams have been built in the encatchment areas of most of these rivers. Water is extracted from these dams for human consumption and for irrigation purposes.
Namibia is geographically divided into sub-tropical (northern region), savannah grasslands in the central area, and semi desert grasslands in the south, with the oldest desert in the world on the western boundary namely, the Namib Desert. Most of the central to southern part of the Eastern border is covered by semi desert namely, the Kalahari sand dunes.
Approximately 65% of Namibia’s population practice subsistence agropastoralism on communal land, which is state owned and constitutes approximately 41% of the total land area. The rural households are dependent on these agropastoralistic practices for their livelihood. Distant markets are limiting the development of high yielding horticultural products in the rural areas.
The portion of land that is currently established under irrigation amounts to approximately 8600 hectares. Considering the current national water and land resource infrastructure, the projected development potential of demarcated pieces of land through irrigation is approximately 43,500 hectares. Namibia currently imports approximately 78% of the local trading activities’ demand for fruit and vegetables. The Market Share Promotion (MSP) is an initiative of the NAB and is therefore directly under the management and supervision of the NAB. The objectives of the MSP are (1), to ensure wholesalers, traders, retailers and importers of fresh produce are forced to buy produce from local producers and thereby creating a market for local produce and (2), to ensure that an optimum balance is reached between imported fresh produce and a correlating increase in local fresh produce production. In terms of the regulations and provisions per Government Notices 145 to 147 dated 30th of August 2002, levies at variable rates are payable to and collectable by the NAB from importers of fresh produce into Namibia. This MSP has got a direct bearing on the rate at which the ratio between locally produced fresh produced and imported fresh produce is changing. These afore mentioned scale of rates are being changed by the NAB from time to time, in order to achieve the desired affect of encouraging wholesalers and traders to support the local producers more and thereby ultimately reaching the estimated maximum level of imported fresh produce allowable into the country. The Horticulture Data Base being maintained by the NAB is available to monitor the ratio of fresh produce purchased locally to the level of imported fresh produce. It should be noted that this MSP will be continued by the NAB and the NAB will consider changes to the MSP to achieve the objectives of a successful sustainable marketing system. The NAB will however always take note of the requirements of the SACU agreement and WTO.
It is of paramount importance that the winning tenderer must be supportive of the MSP and Green Scheme activities.
Further, in the light of the Namibian Government’s (GRN) passion with the doctrines and fundamental principles enshrined in Vision 2030 and the National Development Plan II for Namibia, the Ministry of Agriculture, Water and Forestry (MAWF) has brought forward the (NGSP) and the National Namibian Horticultural Development Initiative (NHDI). These initiatives bear cabinet approval, per decision number 1st/20.08.03/001 Documents that have been handed to the MAWF in final printed form include the “Green Scheme Irrigation Policy” and the “National Horticulture Developing Initiative – Feasibility Study into the Development of Infrastructure for the Marketing of Horticultural Produce in Namibia”, dated May 2004.
The MAWF has therefore successfully brought forward the Green Scheme Policy for the enhancement of agricultural production under irrigation in Namibia. However, the success of the level of production likely to be generated from these irrigated and developed lands depends primarily on a well designed and properly engineered and, adequately managed National Horticultural Marketing System and its Marketing Infrastructure Development for Namibia.
The development envisages a phased project beginning with Government Contracts awarded to Institutionalised caterers, which represents a fair portion of the current Namibian fresh produce consumption, as was established by the DECOSA June 2001 report. It should be stated that new information has come to light that this DECOSA report may now be out of date and consequently the information contained therein may not be reliable any longer.
The National Horticultural Project consists of three distinct yet interrelated projects, namely: • Development of the production areas and the producers themselves, which is a primary task • The developing and consequential implementation of a National Horticulture Marketing System and its Marketing Infrastructure Development for the whole of Namibia, in order to facilitate the phasing out of excessively high imports of fresh produce from the Republic of South African (RSA) producers and markets. This must lead to the establishment of a suitable central market in Namibia to facilitate and market all the fresh products produced by the communal, emerging small-scale commercial producers and large-scale commercial producers. For this reason, the Overseer Body (OSB) was established by the MAWF at a meeting of its executive and certain invited guests, dated 19 September 2005, spelling out its composition, terms of references, the secretariat and the terms of references of the appointed multi-disciplined consultants.
• To develop and aggressively expand the export markets within the Southern African Development Community (SADC) as well as current and emerging foreign markets, in order to adequately support the objective to reach the maximum envisaged production levels. The NHDI is a project funded by the GRN and to a lesser extent supported by various donations and / or guarantees received from foreign donor countries.
The National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia is to be a private enterprise initiative, supported by certain government contributions by way of funds and / or incentive schemes. However, the tenderer must take note that in order to ensure success of any form of Government assistance, motivation in this regard must be evident in the proposals so tendered.
Attention is drawn to the fact that should funding be required by the tenderer from the Namibian Government, the correlating waiting period must be taken cognisance of as the full budgetary process will then have to be followed in motivating, requesting and approving the requested funds, required for the project. Studies that were conducted to support the establishment of a horticulture industry in Namibia are
as follows:-
• Consultancy on the prospects of domestic import substitution in various agricultural
commodities ( DECOSA – June 2001 )
This study is as a result of the GRN embarking on a National Development Plan based on four
broad national objectives namely: - reviving and sustaining economic growth; creating
employment opportunities; alleviating poverty and reducing inequalities in income. It should be
noted that the reliability of the data in the DECOSA June 2001 report may now be unreliable, as
it could be outdated. The tenderer is again reminded that these data may have to be re-assessed-
and at the tenderer’s own cost.
• Feasibility study into the development of infrastructure for the marketing of
horticultural products in Namibia (IDC’s feasibility study document dated May 2004)
It is the intention of the GRN to increase the local production and marketing of fruit and
vegetables and other horticultural products. GRN’s ultimate aim is to replace most of the
imported products with local production. The Ministry of Agriculture, Water and Rural
Development has launched two initiatives to achieve the above. One of the initiatives is the
development and implementation of a fresh produce production coordination and marketing
infrastructure. The feasibility study referred to above, which is a comprehensive document, is the
result of this initiative, focussing on the market and marketing infrastructure.
• Green Scheme and Horticulture Initiative for Namibia ( Price Waterhouse Coopers –
January 2005 )
“The Ministry of Agriculture, Water and Rural Development in support of Vision 2030 and the National Development Plan II (NDP), has brought forward the Green Scheme Policy for the enhancement of agricultural production under irrigation in Namibia, as well as the Horticulture Infrastructure Development Scheme to ensure the marketability of agronomic production outputs”. This study covers inter alia the following:-the background of vision 2030 and NDP; some economic analysis; agricultural development potential and a cost/benefit analysis of development scenario.
The rationale for the project
At present the approximately 8 600 hectares of land that are under irrigation is to be increased by a further 27 000 hectares under irrigation within a period of 15 to 20 years. The need to have a market for the horticultural produce as planned under the NHDI forms the primary rationale for this project of designing, developing and implementing a National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia. This National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia must effectively and efficiently manage and dispose off all the locally produced fresh vegetables and fruits into the Namibian market, as well as into the SADC and emerging foreign export markets.
Characteristics of the Namibian Horticultural Industry
In order to develop a sound and sustainable National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia, one has to have a clear view of both the present state (what system is currently in place, working and satisfying the consumer) and the future state (what system should be in place, that works better and still satisfying both the consumer and producers of the country) of the National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia as well as the characteristics of the NHI. It could be illustrated as follows:- PRESENT STATE
Produce Analysis
Local Namibian production of fresh produce, Imported fresh produce, currently at 78%currently at 22% Purchased/Sourced directly Purchased/Sourced from RSA markets Distribution and Marketing network
Produce Sales / Consumption Analysis
Contracted Market Namibian Consumer(Government tenders Informal Sector FUTURE STATE
Produce Analysis
Suggested Minimum Production of the Local Suggested Maximum Level of Imported Produce Consumption Suggested Building Blocks to be defined and agreed upon, which in essence supports the
transformation of the current state to the future state (the number of building blocks/phases is
suggested only, as follows
Building Block 1 / Building Block 2 / Phase Building Block 3 / Building Block 4 /
Phase 1 tender
In order to develop building blocks (with reference to the above mentioned diagram) and which in essence must be put out on tender, one has to have clear definitions of the characteristics of the Namibian National Horticultural Market. These can be categorised as follows: • Supply and/or Marketing Channels
The small scale commercial farmers in the communal areas, has its end consumer in their
neighbourhoods or along the main roads.
Commercial farmers’ mostly channel their produce through the wholesalers and/or trader and, to
a lesser extent to the retailer. The commercial farmers also export produce that cannot be taken up
by the Namibian market to mostly South African fresh produce markets (e. g. Cape Town).
The imported produce from RSA markets and producers are channelled into the Namibian market
by Traders, Wholesalers and Supermarket Chains (retailers) alike.
• Types of Markets Identified
• Rural Markets: This market is at village level, very small but most important to the small • Government Institutional Markets: Government tender awards represent a fair portion of the total fresh produce consumption in Namibia.
• Urban Markets: The most important and largest urban market is the capital city, Windhoek. This market is currently supplied primarily from imports out of RSA, and increasingly by local commercial farmers. Urban markets in regional centres like Oshakati, Ondangwa, Rundu, Katima Mulilo, Keetmanshoop, Walvisbay and Swakopmund are also mainly supplied by imports. These markets can be differentiated between informal urban markets (important to the communal and small scale commercial producers), and formal urban markets, consisting of the traders, wholesalers and chain retail shops (important to the large scale commercial producers).
• National Markets: The National Namibian market as whole is characterised by the excellent infrastructure resulting in sophisticated systems of marketing compared with other African countries. The very good infrastructure already established by the combined efforts and initiatives of the traders, wholesalers, supermarket chains and retailers ensures that produce from both within Namibia and those imported from RSA is easily distributed to the different parts in the country, despite its size.
• Demand Centres
The Khomas Region, with its capital Windhoek, is the highest densely populated centre. Buying
power per capita in this centre is the highest in Namibia and hence results in the most dominating
demand centre at present.
The second most important demand centre is the Northern Communal Regions with the largest population with its related urban centres being Oshakati and Ondangwa.
Thirdly, in order of size, is the coastal area with its urban centres of Swakopmund and Walvis • Consumer Requirements
Consumer requirements differ in terms of market types as well as in terms of demand centres. Consumers can be categorised into the following groups: • Consumers of the higher income group in urban markets• Consumers of the lower income group in the urban and rural markets• Consumers of the Government Institutional Market Consumer requirements are based on the following criteria: • Quality (freshness, appearance, packaging)• Range (the choice must be wide i.t.o types of fruit and vegetables)• Availability (daily throughout the year and must be easy accessible)• Affordability (price) The different categories of consumers put different weightings and / or values to the respective criteria and it is important to understand this when it comes to the market infrastructure design and marketing services.
Project Structure
The project structure, subject to conditions and/or restrictions as mentioned in various parts of the document, is noted as follows:• The necessary interaction and information sharing structures between the producers that participate in the assistance scheme controlled by the GSA, other producers and the project promoter must be implemented in order to obtain optimum value of their mutual expectations. • The establishment of HUBS in close proximity at the production areas. All reasonable care must be taken to determine the most accurate definition of the HUBS in order to serve the purpose most acceptable to all. • Developing and growing of a well situated district/regional market envisaged for the • Establishing a central market, earmarked for Windhoek (which could be small to start off with and then be enlarged on an incremental basis to a fully fletched central market floor).
• Developing a horticulture marketing business plan which take into consideration all legal aspects and the most optimal regulatory procedures present to ensure imminent success of the project from its initial to its final and full grown stage. Its characteristic must be to invite and encourage optimum level of participation from the farmers/producers (small and large scale alike), traders, wholesalers, retailers and importers in order to ensure that;- 1) a sustainable and commercially viable business is achieved and;2) marketing opportunities are being made available to all Namibian producers for their • Defining the different phases of implementing the National Horticultural Marketing System and its Marketing Infrastructure Plan.
Business Market Plan Principles
It is the intention of the MAWF through the Namibian Agronomic Board, to have private enterprise afforded the opportunity to participate in this project in any combination of the following ways:-• Co-ownership of the project with producers and/or GRN (e.g. Central Government, Regional or Local Authorities). Producer ownership could be through a direct investment and/or assistance from GRN (e.g. Central Government, Regional or Local Authorities) in terms of their financial participation in this project., • DBOT (design, build, operate and transfer of ownership at a later stage to ensure producer The interested tenderer is therefore required to submit a properly constructed and accurately verified business plan; designed using any combination of the three models proposed in the feasibility study document and proposed phases of implementing the plan, which deals inter alia with the following:• Meet the goals and objectives as set out in the feasibility study (FS), especially with regard to the protection of emerging producers through an infrastructure that ensure growth in local production and that would serves the informal market with its supporting community.
• Market needs analysis of the current and future views of a National Horticultural Marketing Infrastructure and, how it relates back to the FS.
• The legislative and regulatory requirements needed for the plan to be successfully implemented are subject to the OSB’s approval to recommend these to the MAWF for final approval and gazetting. • Must detail the policies and procedures governing the management of this market, taking cognisance of all regulatory laws which may have a direct or indirect impact on the market and which is not under the direct control of the Namibian Government.
• A detailed Master Business Plan which supports the successful and continuous operational effectiveness of the National Horticulture Marketing System and its Marketing Infrastructure Development for Namibia with full consideration of all prescribed trading requirements.
Should the tenderer want to deviate from the models proposed in the FS, the tenderer can do so, subject to the tenderer furnishing the basis, reasons and/or arguments for such decision. Such deviations, if any, will not negatively affect the chances of the tenderer.
7. The Namibian Legislation Environment
Namibia’s legislative environment is well established and has been developed to ensure that Namibia provides a fair and safe environment for local, regional and foreign investment. This assurance will enable investors to be confident about their investment. Specific references can be made to the following Acts namely, • The Agronomic Industry Act, 1992 (Act 20 of 1992) • Government Notices numbers 145 to 147 as advertised in the Government Gazette dated 30 • The New SACU Agreement of 2002 (dated 21st of October 2002) • The Namibian Tax Act, 1981 (Act 24 of 1981) • The Namibian VAT Act, 2000 (Act 10 of 2000) • Customs and Excise Act, 1998 (Act 20 of 1998) • Stamp Duties Act, 1993 (Act 15 of 1993) • The Namibian Labour Act, 1992 (Act 6 of 1992) – In force • The Namibian Labour Act, 2004 (Act 15 of 2004) – not yet in force • Municipal By-Laws obtainable from the appropriate Municipality. 8. General Policies
The following general policies will be adopted in the assessment: • If one of the evaluation criteria is not addressed and where information has not been provided elsewhere in the submission, the OSB is under no obligation to pursue it and a zero score could be awarded; • Tenderers, whose submissions have material inconsistent disclosures or where it is learnt that any material information provided is incorrect, could be disqualified and, • Tenderers will not be precluded from acting either in a consortium or as a single entity.
9. Short Listing of Tenderers
The short listed tenderers in round 2 will be invited at their own cost, to facilitate a presentation in Windhoek regarding their proposed business marketing plan, the legislative and regulatory framework required and a detailed master business plan that forms the basis of successfully implementing the Namibian National Horticultural Marketing System and Marketing Infrastructure Development; and which details the following: • Indicative terms and conditions of embarking onto the project of such magnitude (detailing the cost benefit analysis between the “incubator”-implementing in phases and, “big bang” approach) for example, if implementation in phases is proposed, to clearly define the phases in priority i.e.
o Phase 1: To establish a marketing infrastructure to effectively link the local production activities to the Institutional Consumption through tender procedures; o Phase 2: To establish marketing infrastructure to effectively deal with the local producers’ produce in excess of the Institutional Consumption.( For example, first for the district markets and later for the central markets); o Phase 3: To establish marketing infrastructure to effectively deal with national exports • Indicative timetable from start of the process/project to initial, as well as to final • Structure to provide transparency of all producing, processing, marketing and information dissemination amongst all role players governed by this project.
In evaluating these bids, the OSB will evaluate the following principles: • most realistic and convincing proposal for successfully implementing the marketing infrastructure that provides the most benefits to the Namibian country-and immediate economy; • most optimal alignment of the proposed model with that stated in the feasibility study and, the objectives agreed to by the OSB (and the Namibian Agronomic Board as the duly authorised agent); • best proposed and most transparent business market plan, consideration of legislative and regulatory requirements and the master business plan; • a qualitative analysis of the capabilities, strategies, innovation and enthusiasm of the bidder, including the capacity to deal with new emerging regional and foreign markets in order to ensure the most optimal return to the producer on the one hand, the Namibian National Horticultural Marketing System and Marketing Infrastructure Development and the economy as a whole, on the other hand; • level of assurance that the tenderer can provide in order to ensure that a Namibian based pricing structure for all produce traded will be embedded in the marketing system and, • an acceptable marketing mechanism that take cognisance of the opportunities and requirements of the Namibian initiated MSP, the SACU agreement and the Internatially affiliated WTO agreement and yet still ensuring that a Central Market Floor will be present which is commercially operative.
10. Submissions of Tenders
The closing date for submission of expression of interests (Round 1) is 12H00 Namibian Time on Friday, the 29th of September 2006. Submissions must be deposited in the tender box, 1st Floor, The Agriculture Boards Building, 30 Hochland Road, Windhoek. The tenderer is responsible for ensuring that his proposal reaches the NAB in good time. Please note that one envelope stamped “original” and one envelope stamped “eight copies” must be submitted in the aforementioned tender box.
No requests for extension of the tender closing date will be considered.
The OSB reserves the right to reject any and all proposals received in response to this call for expressions of interest. This call for expressions of interest contains no contractual offer of any kind. The OSB reserves the right to modify or exclude any consideration, information or requirement contained in this briefing document and to add new considerations, information or requirements at any stage of the procurement process.
Appendix A: Tender Process
The process that will be followed to appoint the successful tenderer for the
Implementation of the Namibian National Horticultural Marketing System and its
Marketing Infrastructure Development
Phase 1: Tender Information
• Tender briefing document and terms of reference to be • Hard copy of the Feasibility Study Document to be collected Phase 2: Submit expression of interest (Round 1)
• See appendix B for terms of reference.
Phase 3: Short listed tenderers informed and detail tender To be advised
proposals to be submitted (Round 2)
• See appendix C for terms of reference.
Phase 4: Second short listed tenderers informed and invited To be advised
to do a presentation.
Phase 5: The successful tenderer to be recommended for To be advised
approval to the MAWF and obtain approval for
any other requirements as requested by the
specific tenderer.
Phase 6: Successful tenderer appointed
• Detailed final contract to be negotiated.
Appendix B: Terms of Reference (Round 1).
The expression of interest should include and deal with the following criteria.
General Information Required
Your documented approach, in broad terms, of how the set objectives of this project, as laid down in the feasibility study document, will be achieved.
Please indicate your preferred plan/business idea, either: DBOT (design, built, own and transfer), DBO (design, built and owned) or Co-ownership, indicating the initial and future ownership structure? Based on the choice above, please indicate the following: What kind of financial assistance would be required? What kind of regulatory assistance would be required? Subject to references made on pages 4 to 9.
Please indicate the initial and future proposed management structure.
Round 1 - Evaluation Criteria
Past and current experience of horticultural marketing systems design, development and implementation.
Past and current experience of horticultural infrastructure plans design, development and implementation.
Past and current experience of DBOTs (design, build, own and transfer) or DBO’s (design, built and own).
Details of Namibian ownership or Namibian partnership of the tenderers.
Record of good standing from the local Receiver of Revenue and the Social Security Commissioner (reflecting the tenderer’s integrity rating).
Appendix C: Terms of Reference (Round 2).
The detailed proposals should include and deal with the following criteria. The evaluation criteria’s weighting is firstly summarised in three main categories and is then further weighted in more detail, as is indicated below, Summary of the weightings of the evaluation criteria
Criteria
Overall Weighting
Experience
Financial and Proposed Business Plan
Vision, Strategy and Other Areas of Expertise
Total score
Experience, within the horticultural marketing systems and All tenderers
infrastructure development plans
Accredited recorded details of past and current experience of horticultural marketing systems design, development and implementation (during any time in the past 10 years).
Accredited recorded details of past and current experience of horticultural infrastructure plans design, development and implementation (during any time in the past 10 years).
Accredited references of past and current experience of DBOTs (design, build, own and transfer) or DBO’s (design, built and own) during any time in the past 10 years, detailing those concluded and those still ongoing.
Role that the tenderer fulfilled in each of the mentioned projects.
References of feasibility studies undertaken in respect of other 2.5% Team Curriculum Vitaes specifying the involvement of the team 2.5% Documented proof of past successes in raising optimum levels of 2.5% finance, specific for these types of projects.
Financial & Proposed Business Plan
All tenderers
Organisational structure - indicating the depth of Namibian 15%shareholding and the three largest principal shareholders of the Tenderer Company/Corporation or Group. A Marketing System plan that details the characteristics of the 10%Namibian market, taking into account the current state of the Namibian market and plotting the processes required of how the likely future state of the market will be achieved.
Master Business Plan, detailing the financial model or combination of 20%financial models as well as the logical phases to be used for the successful implementation of the Namibian National Horticultural Marketing System and Marketing Infrastructure Development including the proposed ownership and management structure.
Details of how funding of the proposed business plan would be 5%obtained. If own funding is the main source then proof of capital strength of the tenderer or proof of possible sources of funding.
The legal and regulatory environment envisaged for this project by 10%the tenderer and a detailed schedule of legislative matters and/or regulations to be deleted or added to the present legislative and regulatory set of rules that would govern the industry, subject to requirements per pages 4 to 9.
The policies, procedures and market rules in order to effectively and 2.5%efficiently manage the marketing infrastructure.
State in an action plan the degree of the involvement of the producers 5%in the proposed enterprise.
Vision, Strategy & Other Areas of Expertise
All Tenderers
The proposed strategy for implementing the overall plan.
Information relating to other areas of expertise, specifically including 5%the under mentioned areas namely; Mega scale irrigation establishment, training producers and knowledge transfer to emerging producers (from small to large scale commercial producers), Current high tech knowledge of both computer hardware and software systems supporting virtual horticultural trading floors and electronic on-line trading activities/markets, Authorised or licensed processor of fresh produce, brand name, details of existing markets for processed fruits and vegetables, as well as design specifications of such high tech processing plants.
Economic, financial, technical and agricultural data and related 2.5%information research capability.
Horticultural, irrigation and/or marketing operations represented in 2.5%Namibia or managing same on behalf of Namibians.
Conflicts of Interest
All Tenderers
Disclosure of any relationships that existed previously or still exists currently Obligatory with any of the sponsors (the Namibia Agronomic Board and any of its task teams; the Namibia Traders Association; The Ministry of Agriculture, Water and Forestry).
Provision of a statement on any conflicts of interest that may be apparent Obligatory with respect to any of the sponsors to the project including any common directorships of persons representing the tenderer, its company and its holding company or any subsidiary company.

Source: http://www.nab.com.na/docs/tender.pdf