Contact us at email@example.com if you can't find what you need or require assistance in using these templates.
Refer to the Managing conflicts of interest and confidentiality section of our website for information on when these templates need to be used.
Refer to the Writing a procurement plan section of our website to understand how to use these templates better.
The procurement plan outlines the entire procurement process, from your sourcing plan to your contract term and exit strategy. Check if your agency has their own procurement plan templates before using one of these.
Use for procurements valued at NZ$5000 to NZ$50,000.
Use for procurements valued at NZ$50,000 to NZ$100,000.
Use for procurements over NZ$100,000
RFx is a generic acronym used to cover an assortment of tender types, such as Request for Quote (RFQ) and Request for Proposal (RFP). Government model RFx templates are standardised templates intended to cover the majority of tenders that an agency undertakes.
Individuals, working for a government agency, who wish to use these templates should check first with their internal procurement or legal team. It is not recommended that you use these documents without seeking advice from these teams.
Refer to the Sourcing your suppliers section of the website on what else you should do at this stage of the procurement process.
Government’s standard approach for first step in a multi-step tender process. Replaces Expression of Interest (EOI) templates.
Government's standard Process, Terms and Conditions. To be used with ROI template.
To be used with ROI template
Aimed at very low-value, very low-risk RFQs
To be used with RFQ Xtra-Lite template
Aimed at low-value, low-risk RFQs
Aimed at medium to high-value/risk RFQs.
Government's standard Process, Terms and Conditions. To be used with RFQ templates.
To be used with RFQ lite and RFQ templates
Aimed at routine procurement. Not to be used for major construction works, Public Private Partnerships or large complex ICT projects.
Government's standard Process, Terms and Conditions. To be used with RFP template.
To be used with RFP template
Designed to give the market early warning of a contract opportunity. Use of this template is optional.
Contains tables with additional information that can be added to the Response Forms. Should be used sparingly and only where there is a specific business or operational need for the information.
Refer to the Source your suppliers section of our website for more information on how and when you can use these templates.
Government model contracts have been designed as the default government contract and are aimed purchasing low-value, low-risk common goods and services.
It is up to your agency to determine what constitutes low-value, low-risk common goods and services. This definition is subjective and will depend on the size of your agency and the scale and complexity of your procurement function.
The Form 1 templates have been developed for use by agencies that contract in the name of the Crown (e.g. Her Majesty the Queen, in right of New Zealand, acting by and through the Ministry of Business, Innovation and Employment).
The Form 2 templates have been developed for use by any other buyer that does not contract in the name of the Crown.
Refer to the Construction Procurement section of our website for the companion guides to the tools below.
Used to identify challenges, complexities and risks to project delivery. To be used alongside asset manager, client, market, and sponsor capability assessment tools to develop a robust delivery plan for a construction procurement project.
For the asset manager to identify key operational constraints and/or requirements that will need to be addressed in the project.
For the client to identify if the capability exists to navigate the range of potential delivery models and delivering the complexity of the project.
Used to assess the capability and appetite of the market to deliver the project. If capability lacks, identify what development may be required.
For the sponsor to identify if capability exists to keep the project viable and aligned to the strategic objectives of the organisation.