Application of methodology to select an AFR facility

As described in Section 5, the whole selection process starts with the identification of the problem and finishes with the award of the contract²⁴.

Main steps in the selection methodology starting from the identification of the needs to the award of the contract to the selected supplier can now be listed. The key steps involved in the methodology are as following:

• Statement of need;

• Preparation of a project plan or strategy (functional needs were introduced in Section 3);

• Identification of possible technologies and screening (selection criteria were introduced in Section 5; screening discussed in this Section); and

• Regulatory studies and approvals;

• Environmental assessments and approvals;

23 For example, a team composed of too many people with a passive, cooperative nature may not achieve an end result as they may avoid making balanced decisions if they fear their views will be negatively perceived by others. On the other hand, a team composed of too many hard driving "shapers" may not suit as well if they tend to be inflexible and not able to reach a consensus view, particularly in a multi-stakeholder decision environment.

24 Activities following the award of the contract such as managing the contract, turnover the facility to operations and training of operators, while important, are considered to be beyond the scope of this document.

• Achievement of publicly acceptable site, transportation routes and technical concepts;

• Preparation of functional specifications;

• Preparation of pre-qualification document;

• Evaluation of the pre-qualification responses to identify preferred suppliers;

• Selection of preferred suppliers;

• Preparation of Bid Invitations Specification and their issuing;

• Receipt/response to the suppliers’ questions prior to the bid submission;

• Receipt and evaluation of bids to select preferred supplier(s) and technology;

• Post-bid/tender discussions, and issue of clarifications if necessary; and

• Selection of the supplier and award of contract.

Although many of the steps listed earlier are self-evident and may not require elaboration, some of the key steps are discussed in this Section.

Throughout the preparatory activities the customer has to identify the relevant intentions and constraints and cooperate with the project management organization in choosing an appropriate strategy extending to contractual activities and project financing.

5.3.2.1. Feasibility studies

The purpose of the feasibility studies is twofold:

• To select a limited number (1 to 3) of design concepts, which fully meet the functional requirements and are based on selection criteria discussed in Sections 4 and 5.

• To resolve all issues with respect to the design concepts in terms of technical, regulatory, environmental, public acceptance and other areas so that the design concepts can provide the basis for the tendering process.

The key steps in the feasibility studies can be summarized as follows:

• To generate options based on market research, brainstorming and other techniques, that have the best potential to meet the functional needs. Generally option development studies are carried out by setting up a team that is well experienced in developing technical solutions and in carrying out their assessments. The strength of the team in generating ideas with a systematic approach and in providing valuable insights is crucial to identifying a comprehensive range of viable options consistent with the functional needs.

• To evaluate options with the aim of narrowing down the choices. Each technical option is tested against the functional needs and a range of selection criteria. The evaluation of options is often carried out in stages.

The decision to acquire a spent fuel storage facility shall be based on the result of initial planning and feasibility studies. In these studies the advisability of acquiring the facility and the main characteristics of the project shall be investigated, the results constituting the background of the project.

5.3.2.2. Screening of options

The approach to the evaluation of the options in stages generally consists of a coarse-screening stage, and a detailed evaluation stage. Where the issues warrant, additional stages can be used to narrow down the choices.

• In the coarse-screening stage, the available range of options is tested by means of judgment of an expert team. The options are scanned for obvious drawbacks with respect to functional requirements and key selection criteria. Such drawbacks could involve not only technical issues, but also broader issues such as public acceptability, constructability or licensability of the concept. In a creative setting, the coarse screening will not only provide initial screening, but also be able to suggest technical solutions in terms of hybrid or modified options that might not have originally surfaced in the generation of options.

• In the detailed evaluation stage, the coarse screened options are further developed and subjected to a detailed evaluation and selection. Unlike the coarse screening stage, the options in this stage of evaluation are subjected to a more methodical evaluation and scoring of options. Much iteration may be needed to resolve all the issues and test various trade-offs between parameters, such as cost, safety, project risk and various uncertainties.

5.3.2.3. Relevance of applicable criteria

Many criteria and desired attributes (or subsidiary criteria) may influence the choice of the most appropriate solution. Not all are relevant for each customer. Nor may they be relevant for each stage of the selection process. Thus the selection of a relevant set of attributes and the corresponding weighting factors for these criteria and attributes, at each stage, is one of the most important steps in the selection process.

Table 3 provides a summary of the various functional needs and selection criteria and their suggested applicability in the various stages of the selection process based on the discussions in Sections 4 and 5. Development of such a reference table has its own shortcomings in that each context is different and the development of any set of criteria would have to carefully examine its specific conditions and constraints. These criteria should therefore not be taken as a comprehensive list or as a list of mandatory criteria, but only as a guide and a specimen for the preparation of a suitable list in a given context.

Table 3. Selection criteria and attributes