SMEs requiring to grown their businesses rapidly must of necessity sell to governments and institutions. Bids and Tenders represent avenues to achieve this
How to Improve your Chances for Success with Government TendersCelia Jordaan
The Department of Finance regularly holds information workshops on how to tender for government procurement. I recently attended a workshop in Perth WA on Western Australia Government tenders for goods and services procurement.
The presentation captures the notes and tips from the session on how to improve the quality of tenders and to have better opportunities for success in tendering.
It is certainly worthwhile attending one of these sessions. As an added bonus, the presenters also shared some handy tips as part of the process.
It certainly is worthwhile attending one of these sessions if you are tendering on providing Western Australian government goods and services or if you do not have success in your tenders or have not done one of the information sessions already.
The idea is certainly not to replace the session or to represent the WA Government or Dept of Finance but to note some of the pointers, tips and advice I took from the session.
Workshop slides on winning tenders. How to find, analyse and perform bid/no bid on tenders.
How to find partners and tips and tricks on building tender libraries
Presentation of the “SIGMA workshop on tendering of PPP projects and contract signature”, held in Ankara on 11-12 April 2018. Presentation made by Mr. Mario Turkovic, SIGMA.
Guidebook Government Procurement Guide For SMEsMaverick Tan
A book for Government Procurement Guide for SMEs to help you better understand the rules so that you can take part and bid for business opportunities and projects required by Government departments.
How to Improve your Chances for Success with Government TendersCelia Jordaan
The Department of Finance regularly holds information workshops on how to tender for government procurement. I recently attended a workshop in Perth WA on Western Australia Government tenders for goods and services procurement.
The presentation captures the notes and tips from the session on how to improve the quality of tenders and to have better opportunities for success in tendering.
It is certainly worthwhile attending one of these sessions. As an added bonus, the presenters also shared some handy tips as part of the process.
It certainly is worthwhile attending one of these sessions if you are tendering on providing Western Australian government goods and services or if you do not have success in your tenders or have not done one of the information sessions already.
The idea is certainly not to replace the session or to represent the WA Government or Dept of Finance but to note some of the pointers, tips and advice I took from the session.
Workshop slides on winning tenders. How to find, analyse and perform bid/no bid on tenders.
How to find partners and tips and tricks on building tender libraries
Presentation of the “SIGMA workshop on tendering of PPP projects and contract signature”, held in Ankara on 11-12 April 2018. Presentation made by Mr. Mario Turkovic, SIGMA.
Guidebook Government Procurement Guide For SMEsMaverick Tan
A book for Government Procurement Guide for SMEs to help you better understand the rules so that you can take part and bid for business opportunities and projects required by Government departments.
Tender Writing – Is Price the sole consideration in the Tender Writing processRed Tape Busters
At Red Tape Busters - We have Specialized Tender Writers assisting businesses and non-profit organizations in understanding the key concept involved in tender writing. We have experience in preparing WINNING tenders, assessing tender applications, selection process and awarding contracts to successful applicants.
This three (3) day training course is structured primarily for the oil and gas industry, offshore marine, civil and heavy engineering and water and energy utilities. It is applicable to those persons who manage or lead the procurement processes & manage tender stakeholder committees associated with preparing and issuing requests for quotes, tenders or proposals and who evaluate and assess bid documentation, and negotiate with contractors.
Tender Process | A Complete Procurement GuideTender Process
All about Tenders and its Process | Here you will get all the information regarding tenders (Procurement) like what is tender, what is its process, types of tender, how to search tenders, what to do and what not to do in tendering, how to search tenders and more.... you can check our website for more details which is : http://tenderprocess.weebly.com/
Lotus Procure is a system that can automate all the tendering activities. One can refer to the system as an e-Tendering System, e-bidding system, e-procurement system or Electronic Tendering System. Automating the entire tendering process that involves procuring services and goods refer to activities starting from purchasing the requisition to when the contract is awarded. The tendering process involves authenticating important information before it is accessed and transferred from one user to another. Users of the system are the buyers and suppliers. Since the system ensures the necessary security measures are in place, the procurement process becomes transparent. Other advantages that such a system presents include ease in forecasting the demand and reducing the risks associated with security of supply and price fluctuations
Study of E-tendering and procurement management at Delhi tansco LtdAshwani Chaudhary
study of how e-tendering is done in government organisation. what all portals are available for procurement and whats the procedure of filing the e-tender
Bid managers are the unsung heroes of the sales team and the organization. They are the one that drives the organization’s success by using their analytical skills to help the organization build its market place and move towards sustainable business development. As government sector projects lay the path for lucrative business opportunities and long-term growth it does come with a lot of hurdles and fierce competition. Here we have listed out few insights about e tendering business that can help you make the right bid.
As government bids follow a definite procurement process it is important for Bid Managers to meet all the deadlines and eligibility criteria of Government Procurement. Most government institutions have a Supplier Database and it is important to get yourself registered in the respective portals to secure a free and fair chance to bid.
For More information visit us at https://www.tendersinfo.com/
Discover the secrets to winning tenders, learn to avoid some of the common mistakes and discover tender winning secrets from inside the tender evaluation room.
Insights to Actions of Winning Bids - Infission Bid ConsultingMohit .
Infission Bid Consulting help IT companies win more proposals. Our Bid Experts have shared their knowledge and experience in IT proposals through this online session of Insights to Actions of Winning Bids. For more information, please visit: www.infission.com
Tender Writing – Is Price the sole consideration in the Tender Writing processRed Tape Busters
At Red Tape Busters - We have Specialized Tender Writers assisting businesses and non-profit organizations in understanding the key concept involved in tender writing. We have experience in preparing WINNING tenders, assessing tender applications, selection process and awarding contracts to successful applicants.
This three (3) day training course is structured primarily for the oil and gas industry, offshore marine, civil and heavy engineering and water and energy utilities. It is applicable to those persons who manage or lead the procurement processes & manage tender stakeholder committees associated with preparing and issuing requests for quotes, tenders or proposals and who evaluate and assess bid documentation, and negotiate with contractors.
Tender Process | A Complete Procurement GuideTender Process
All about Tenders and its Process | Here you will get all the information regarding tenders (Procurement) like what is tender, what is its process, types of tender, how to search tenders, what to do and what not to do in tendering, how to search tenders and more.... you can check our website for more details which is : http://tenderprocess.weebly.com/
Lotus Procure is a system that can automate all the tendering activities. One can refer to the system as an e-Tendering System, e-bidding system, e-procurement system or Electronic Tendering System. Automating the entire tendering process that involves procuring services and goods refer to activities starting from purchasing the requisition to when the contract is awarded. The tendering process involves authenticating important information before it is accessed and transferred from one user to another. Users of the system are the buyers and suppliers. Since the system ensures the necessary security measures are in place, the procurement process becomes transparent. Other advantages that such a system presents include ease in forecasting the demand and reducing the risks associated with security of supply and price fluctuations
Study of E-tendering and procurement management at Delhi tansco LtdAshwani Chaudhary
study of how e-tendering is done in government organisation. what all portals are available for procurement and whats the procedure of filing the e-tender
Bid managers are the unsung heroes of the sales team and the organization. They are the one that drives the organization’s success by using their analytical skills to help the organization build its market place and move towards sustainable business development. As government sector projects lay the path for lucrative business opportunities and long-term growth it does come with a lot of hurdles and fierce competition. Here we have listed out few insights about e tendering business that can help you make the right bid.
As government bids follow a definite procurement process it is important for Bid Managers to meet all the deadlines and eligibility criteria of Government Procurement. Most government institutions have a Supplier Database and it is important to get yourself registered in the respective portals to secure a free and fair chance to bid.
For More information visit us at https://www.tendersinfo.com/
Discover the secrets to winning tenders, learn to avoid some of the common mistakes and discover tender winning secrets from inside the tender evaluation room.
Insights to Actions of Winning Bids - Infission Bid ConsultingMohit .
Infission Bid Consulting help IT companies win more proposals. Our Bid Experts have shared their knowledge and experience in IT proposals through this online session of Insights to Actions of Winning Bids. For more information, please visit: www.infission.com
This presentation explains practical issues faced by vendors while bidding for a task from the government.
Please feel free to use the comment section to add more.
Colleen Jolly describes how to use graphics and colour to enhance the winning qualities of your proposal documents.
This slidecast is part of Bid to WIn's APMP Foundation Distance Learning programme.
Tender Management delivers the knowledge and skills you need to win public and private sector tenders. We can even do the work for you. With a 100% strike rate for PQQ and a 84% strike rate for tenors, we are your winning team.
VMworld 2013: Security Automation Workflows with NSX VMworld
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Gargi Keeling, VMware
Don Wood, McKesson
Troy Casey, McKesson
Learn more about VMworld and register at http://www.vmworld.com/index.jspa?src=socmed-vmworld-slideshare
Ever seeking shortcuts to running your RFP? We've pulled together the TOP 10 TIPS for writing tenders & RFPs. Because tendering can be complex and often time-consuming, we've condensed down what you need to know in order to run a perfect procurement process. After reading this short set of slides, you'll be well on your way to securing savings from your tender!
Do not let tendering get the better of you! Flick through these slides for a quick summary of how to get the best negotiation tips for your tender process. This will effectively answer for you: "how to write a tender document".
Feel free to share this presentation if you find it useful, and subscribe on our website for more information about tendering.
A presentation by Dave Lucas, Corporate Specialist (Environmental Management) in Eskom's Climate Change and Sustainability Department, given to US bloggers on December 8, 2008, in Johannesburg.
Standard Procurement DocumentspresentationApril2018.pptxKechaTaye
Standard Bidding Documents (SBDs)
Used for projects governed by the Guidelines and concept notes prior to July 1 2016 and
Works related SBDs only updated to include Environmental, Social, Health and Safety enhancements.
Standard Procurement Documents (SPDs)
Used for projects where the new Procurement Framework applies
Mandatory for projects with concept notes after July 1, 2016
28 SPDs launched as of March 2018
SBDs and SPDs
Mandatory for international competitive procurements
May be used (with amendments) for national competitive procurements, with the Bank’s agreement
Introduction to TransPrice Knowledge AllianceAkshay KENKRE
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Interested professionals can write to me on akshaykenkre@transprice.in
This is purely a knowledge awareness session and not a business initiative.
Thanks a lot
Akshay Kenkre
PPP disclosure - A view from the UK audit office - Daniel Fairhead, United Ki...OECD Governance
Presentation made by Daniel Fairhead, National Audit Office, United Kingdom, at the 9th annual network meeting of Senior Infrastructure & PPP Officials held at the OECD, Paris, on 1 March 2016
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/webcast-gcrf-demonstrate-impact-competition-briefing-round-2-how-to-increase-impact-through-innovation-in-developing-countries
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/review-of-round-2-events-from-the-global-challenges-research-fund-gcrf-demonstrate-impact-programme
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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How to prepare winning bids and tenders final version 01 november 2016
1. Gbolagade O. Adebisi, 01 November 2016.Gbolagade O. Adebisi, 01 November 2016.11/01/2016 1
Preparing Winning Bids
& Tenders
2. Preparing Winning Bids &Preparing Winning Bids &
TendersTenders
• The Procurement Context & Process
• Identifying tendering opportunities in
the local economy
• Developing a Strategic Approach
• Preparing effective Pre – Qualification
Questionnaires (PQQs) and Tenders
11/01/2016 2
3. The Procurement Context: RegulatoryThe Procurement Context: Regulatory
FrameworkFramework
11/01/2016 3
World Bank Procurement Directives
(Competition Policy)
Statutory Requirements
Procedures,
Statutory Requirements
Local Agreements
4. The Procurement EnvironmentThe Procurement Environment
The Public Procurement Act 2007 (PPA 2007)
covers all public sector procurement –
Ministries, Departments and Agencies (MDAs)
of the Federal Government of Nigeria (FGN)
Donors/Development Partners – also keyed in
to PPA 2007 and to some extent EU
Procurement Guidelines (similar in spirit to PPA
2007)
State Governments have domesticated the PPA
2007 with their own versions of Procurement
process – State Bureau of Public Procurement
(BPP).
11/01/2016 4
5. Procurement Procedure
11/01/2016 5
Procedure Characteristics When the procedure is adopted
Open All qualified applicants must be given
the opportunity to bid
For lower risk procurement where supplier
capability is less important or where the
focus is on price
Restricted Two stage process with facility to
shortlist (PQQ + Tender)
Where capability of supplier is key
determining factor in the delivery of the
contract, market response likely to be huge
to allow short-listing
Negotiated Two stage process with facility to
negotiate at second stage
Specification is not clear or some creative,
artistic or expert input is required.
Competitive
Dialogue
Two stage process with facility to
enter into a dialogue with potential
suppliers to consider potential
solutions and refine specification
before invitation to tender
Complex procurement where suppliers
expertise has significant impact on the
development of the specification
Framework
Agreement
Stage One: Suppliers selected through
open/restricted procedure to a panel
of suppliers for given period
Stage Two: Call-Off or Mini
competition will be held when
services/goods required
Capability and Capacity is important and is
generally a recurring/constant requirement
(max 4 years; including extension options)
8. Opportunities: Public and Private SectorsOpportunities: Public and Private Sectors
The Federal Government Budget 2016 =N=3.077
trn
Capital Budget – 30%
Recurrent – 70% less personnel costs
MDAs
Question is how much of it is coming to your
Company/Business
State Governments – 30 plus FCT
Universities – TETFUND
Private Sector – Oil and Gas, Healthcare
Donors/Development Partners/UN Agencies –
World Bank, UNICEF, WHO, USAID, DFID, JICA
11/01/2016 8
9. Opportunities: Sector Capital VotesOpportunities: Sector Capital Votes
Works, Power and Housing – 433.4 Billion
Transport – 202.0 Billion
Interior – 53.1 Billion
Special Intervention Programmes – 300
Billion
Education – 369.6 Billion
Defence – 294.5 Billion
Health – 221.7 Billion
11/01/2016 9
10. Where are the Opportunities?Where are the Opportunities?
FG releases 50% of funds for capital expenditure
About =N=720 billion from the MDAs’ budget of =N=1.4
trillion as of the end of September 2016
FG Social Investment Programme - =N=150 billion has been
approved.
=N=25 billion has been released
=N=40 billion is in the process of being released
Home-grown School feeding programme, arm of the Social
Investment Programme (SIP) has commenced
FG will fund primary 1 -3, State Governments will fund
primary 4 – 6
Eggs, Chicken, Meat as well as those to cook them will be
required.
Opportunities abound – for MSME operators
11/01/2016 10
11. Where will the Public SectorWhere will the Public Sector
Opportunities be in 2017Opportunities be in 2017
Let us look at the 2017 Budget Proposals
=N=6.866 trillion proposed 2017 budget
The government would spend N1.765
trillion as capital expenditure
N2.563 recurrent (non-debt
expenditure)
N1.639 trillion for debt service
N350 billion for recurrent social
intervention programme
11/01/2016 11
13. Finding OpportunitiesFinding Opportunities
• Where should you look / who should you know?
11/01/2016 13
PUBLISHED UNPUBLISHED SOURCES
Tender websites & Supplier portals Networking / relationship building
Organisational / Sector websites Procurement Teams / Category Managers
Tenders Electronic Daily (TED) Operational departments and units
Local / National press / Press
releases
Market analysis / competitor intelligence
Trade Press Partners / sub contractors
Meet the buyer events / briefings Second / Third Tier Contractors / Supply
chains
14. Tender Notices -Tender Notices - Key WebsitesKey Websites
S/N CATEGORY SOURCE WEBSITE
1 FGN Federal Tenders’
Journal
www.bpp.gov.ng
2 General Confabee www.confabee.com
http://tenders.nigeriang.com/
3 General Hellotrade www.tenders.hellotrade.com
4 General www.bizwatchnigeria.com.ng
5 EU EU Delegation in
Nigeria
www.eeas.europa.eu
6 Maritime Nigerian Ports
Authority
www.nigerianports.org
7 Construction www.cwctenders.com
8 IT www.ittenders.com
9 Electrical www.electricaltenders.com
10 Medical www.medicaltenders.com11/01/2016 14
15. Be Systematic & Get OrganisedBe Systematic & Get Organised
• What is your target market?
• In your target market who are the key buyers - Personnel at
Department level and Procurement Officers (important for
low value contracts that are not formally advertised)?
• Engage procurement personnel - make sure they know you
exist, seed ideas
Find out about approved (accredited) supplier lists however
note that authorities are moving towards framework
agreements
Register your details on tender e-portals and set up for
Alerts service, newsletters etc
11/01/2016 15
16. Be Systematic & Get OrganisedBe Systematic & Get Organised
Set up internal processes and individual(s) to monitor tender
portals, alerts, sources and review feedback
Network (buyers/commissioners, meet the buyer events)
Competitor analysis
Search for potential business partners / collaborators /
subcontractors
Develop / improve your key policies so that you comply with
public sector tender competition requirements
11/01/2016 16
17. To bid or not to bid?To bid or not to bid?
Developing a Strategic Approach
18. Strategic DecisionStrategic Decision
MakingMaking
Is the tender a good fit in relation to your company’s
activities?
Can you meet the eligibility criteria (technical qualifications,
policy compliance e.g. Quality Assurance, Insurance) ?
Do you have a good track record in relation to the
opportunity?
Do you have the trading history (e.g. 3 years Audited
Accounts)?
Do you have the capability and capacity to deliver the
contract if successful?
Can you make sense of the budget and can you deliver the
contract on time?
11/01/2016 18
19. Strategic Decision MakingStrategic Decision Making
What are the risks?
Who are your competitors?
What percentage of your turnover does
the contract represent?
Do you need a partner(s) or will you use
subcontractors?
What is the percentage chance of
success?
Do you have the time and resources to
devote to preparing a good bid?
11/01/2016 19
20. Strategic DecisionStrategic Decision
MakingMaking
Solo or Collaborative Bidding?
• Form a consortium if:
– You don’t have the capability or capacity
– You can’t meet the 20% rule
• Options:
– Consortium
• Joint Bidding
• Lead Contractor & Subcontractor
• Legal basics – will you be jointly and severally liable?
• Memorandum of understanding (MoU) / Partnership agreement / (Non
Disclosure agreement (NDA); Agreement not to compete in other
tender)
• Service level agreement (SLA)/contract
• NB. consortium should be properly led, constructed and managed
11/01/2016 20
21. Partnerships and ConsortiaPartnerships and Consortia
11/01/2016 21
Benefits: Risks:
Increase capacity and scope to bid e.g.
Overcome PQQ impediments
Partner selection and getting Agreement /
legal document
Shared trade history (combined
capability and capacity)
Trust relationship (how well do you know
your partner – can you be confident they can
and will deliver)
Business Development: Access new
clients and markets
Complex decision-making, loss of autonomy,
compromises and concessions
Spread risk Sharing sensitive information
Mutual learning and innovative
approaches
Logistics (Co-ordinating bid)
Delivered additional added value (the
whole is greater than the sum of the
parts)
Logistics (Contract delivery)
Improve chance of success
22. Pre-QualificationPre-Qualification
QuestionnairesQuestionnaires
The First Hurdle
• Evaluation of your organisation
– The aim of the PQQ is to check that your
company is (for the contract term)
• Technically competent
• Financially sound
• Legally compliant
– Gives the buyer a means of short-listing
interested organisations on the basis of fair and
objective criteria
11/01/2016 22
23. PQQ: Example Scoring FrameworkPQQ: Example Scoring Framework
Section Score Weighting
1 Organisation Details N/A
2 Financial Information N/A or Risk Based Assessment
Pass/Fail
3 Insurance Pass/Fail
4 Business Activities 15%
5 Business Practices 30% (Total)
Health & Safety 5-10%
Quality Assurance 5-10%
Environmental Management 5-10%
Equality 5-10%
6 Requirement - specific 40%
7 Experience & References 15%
8 Professional & Business Standing Pass/Fail
11/01/2016 23
24. Example ‘Scoring’ CriteriaExample ‘Scoring’ Criteria
Score Response Type Reason indicated for Score
0 Non-compliant response No relevant information / solution provided in response to
contract requirements.
1 Unacceptable response Partially compliant response but with serious deficiencies in
solution offered, indicating serious difficulties / inability to
deliver contract requirements.
2 Unsatisfactory response Partially compliant response with shortfalls in solution
offered, indicating not all contract requirements could be
met and thus difficulty in delivery of the contract.
3 Acceptable response Compliant response, indicating basic contract requirements
are met but not exceeded. Contract could be delivered.
4 Good response Compliant response, clearly indicating entire delivery can be
met and solution offers some limited benefits beyond stated
requirements.
5 Excellent response Compliant response, bidder illustrated comprehensive
understanding of contract reqs. Proposed solution provides
significant additional benefits beyond stated reqs.
11/01/2016 24
25. PQQ InformationPQQ Information
General Business Information
• Business Details
• Status (Sole contractor / consortium)
• Ownership
• Business Probity
• Professional Conduct
Documentation required may include:
Company History
HR Information
Administrative Information (Company Registration/VAT Number)
Quality Standards Accreditation / Certificates
11/01/2016 25
26. PQQPQQ
InformationInformationFinancial & Insurance Information:
Turnover
Accounts
Insurance
Documentation Required may include:
Audited accounts, Management accounts, Parent company accounts
Bankers statements & accountants’ references
Financial projections, including cashflow forecasts
Details of previous contracts and values
Capital availability
Certification of Incorporation, Certificate of Name Change
Insurance Certificates
NB financial vetting is based on sound business judgement and not just the application of
financial formulae
11/01/2016 26
27. PQQ InformationPQQ Information
General Business Activities
Overview of Existing Business Activities
Overview of Main Areas of Expertise & Accreditation
What percentage of your business is concerned with providing services
similar to the contract requirement
HR Information (Number of Staff, Staff Profiles)
Contract Specification
• Explain and demonstrate your Capability and Capacity to fulfil the
contract requirement
Case Studies (relevant to contract specification and demonstrating your
ability to fulfil the size, scope and complexity of this contract)
Subcontractors
Relevant References (norm = 3 recent referees) & contact details
11/01/2016 27
28. PQQ InformationPQQ Information
Essential Policies:
•Quality Management
•Equality & Diversity
•Health & Safety
•Environment Management & Sustainability
Why are they necessary?
They are a legal requirement
They are a purchaser requirement
They help articulate the company’s values and principles for both staff
and clients
They bring business benefits and are relevant to contract delivery
11/01/2016 28
29. Accentuate the PositiveAccentuate the Positive
Do you have a Health & Safety Policy?
Weak Answer:
– “Yes, see Appendix 1”
Good Answer:
– “The Health & Safety of our staff and customers is a vital part of
the company’s quality process. We operate a comprehensive
Health & Safety Policy (see Appendix 1) covering all aspects
of our products (services) and operations and it is reviewed
biannually.”
– For an SME employing less than 5 people: “Although we are
not required legally to have a Health & Safety Policy, we take
this matter very seriously and have adopted a Health &
Safety Policy in the interests of our staff and clients (see
Appendix 1)”
11/01/2016 29
30. Accentuate the PositiveAccentuate the Positive
What Quality Assurance arrangements does your company operate? If
no accreditation is held please explain why not and what alternative
steps you take to ensure quality at work?
Weak Answer:
– “We operate our own quality system. We have determined that
formal accreditation is inappropriate to our company’s needs.
Complaints are the responsibility of the Managing Director.”
Good Answer:
“We regard quality as a vitally important part of our business activity
and we operate a comprehensive and strict internal quality assurance
process covering all aspects of our business activity (details can be
found in Appendix 2). We are committed to a process of continuous
improvement and we are in the process of applying for ISO 9001 (we
expect to be assessed in May of this year)”
11/01/2016 30
31. Business ContinuityBusiness Continuity
• What is your Approach to Risk Management in terms
of Business Continuity?
• Do you have a formal Business Continuity
Management Programme? If YES, enclose a copy of
your plan/programme document
• Within the last 3 years have there been any
occasions when you business operation has been
disrupted?
– If YES what were the circumstances and what was the
effect upon your customers?
• Do you have a strategy for ensuring continuity of
supply from your critical suppliers?
11/01/2016 31
32. Avoiding a Poor ScoreAvoiding a Poor Score
Common reasons for a poor score:
1. Failure to follow the instructions
2. Writing by committee, no narrative flow and lack of
control/ownership
3. Incomplete or missing answers/sections
4. Supporting documentation incomplete
5. Repeating answers or referring to ‘see above’ (questions are rarely
repeated)
6. Over emphasising what you sell, rather than what they are looking to
buy
7. Recycling old PQQs & Tenders: Beware ‘Cutting & pasting’!
8. Generic PQQ/Tender response
9. Providing response on general capability instead as opposed to
specific contract requirements
11/01/2016 32
33. Invitation To Tender (ITT)Invitation To Tender (ITT)
The Second Hurdle
• Evaluation of your detailed proposal
– What are you going to do
– How are you going to do it
– Who is going to do it
– How much will it cost
– What is your track record / prior experience
– Compliance
– References
11/01/2016 33
34. ITTITT
InformationInformation
Invitation to Tender (ITT) pack will include:
• Instructions to Tenderers
• Introduction from buyer who will set out the vision
• The Specification
• The Evaluation Criteria & Relative Weighting
• Form of Tender
• Draft Contract Terms and Conditions
• Declarations / Bona Fide
• Pricing Schedule
11/01/2016 34
35. Preparing the TenderPreparing the Tender
Managing the preparation of your bid
• Get your team together, appoint a bid manager and conduct
detailed review and interpretation of tender requirements.
• Determine whether you require clarification of any aspect of the
tender and ask the question(s) allowing enough time for a response.
• Check regularly to see if any questions/answers have been
submitted by competitors. Be aware that any question you ask will
be notified to other suppliers)
• Prepare work plan & allocation of roles/tasks/milestones with
reference to tender & submission deadline.
o NB: Build in time to review, refine and style bid
11/01/2016 35
36. Preparing the TenderPreparing the Tender
Tender Design: What is the Buyer looking for?
• Design a clearly structured tender response aligned against each
tender requirement and criteria (e.g. core, gateway and specific).
Ensure compliance!
• Demonstrate a clear understanding of the brief (i.e. the challenges are
understood and addressed)
• Methodology: clearly show who (CVs) does what, why, when, how
and benefits from buyer’s perspective – illustrate with diagram (Gantt)
• Identify and demonstrate clearly your capability and the innovation of
your offer (USP) - can your offer exceed the contract requirements
and provide additional benefits, outcomes?
• Contract management and communication (i.e. how you interface with
the client to monitor project)
11/01/2016 36
37. Preparing the TenderPreparing the Tender
Standing Out from the Crowd
• Have you articulated ‘Why choose us?’
• Have you fully defined the key features, quality and benefits
of your approach?
• Have you used and made the most of recent and relevant
case studies to illustrate your track record?
• Have you gone the extra mile in manifesting your
understanding of the brief and the design of your solution?
• Conduct a mock assessment against the evaluation criteria
and relative weighting
• Presentation
11/01/2016 37
38. Case Studies: Example StructureCase Studies: Example Structure
• Client Name & Contract Title
• Work of same/similar nature, scope and scale
• What, When and How you did it
• Client Benefit (Outputs & Outcomes)
• Innovation & Added Value
• Contract Value/Price
• Reference confirming work was performed to client
satisfaction and to schedule
NB Be concise and relevant
11/01/2016 38
39. Preparing the Tender: Costing Your ProposalPreparing the Tender: Costing Your Proposal
• Follow Instructions in Tender re presentation of costs/fees/prices
– For services: Charging Rate(s) (Daily/Hourly) & Time & Personnel
• Fixed Cost / Variable Cost
• Expenses & Disbursements
• Contingency
• VAT
• Innovative Cost Proposals
– Discounted Cost e.g. 5% early payment, economies of scale and efficiency
savings linked to contract term and/or number of contracts (Lots) awarded
– Buyer comfort: Offer 10% Contract Price Withheld until completion
11/01/2016 39
40. Value for Money and Best Value (VfM)Value for Money and Best Value (VfM)
• VfM is the optimum combination of cost,
quality and fitness for purpose to meet the
buyer’s requirements (it is not about the
lowest price)
• Local authorities are subject to the Best
Value guidelines
• Embraces the concept of the ‘price-quality’
relationship
• Selection usually will be made on the most
economically advantageous tender (MEAT)
11/01/2016 40
41. Risk: What is your ApproachRisk: What is your Approach
Risk
identified for:
Mitigation
(i.e. what will
you do)
Impact
(High,
Medium,
Low)
Classification
of risk:
Reputation
(R),
Operation
(O), Finance
(F)
Client
Delivery
Supplier
11/01/2016 41
42. ExerciseExercise
• As a local company, how might
you emphasise that you have a
number of advantages?
11/01/2016 42
43. Exercise: Example AnswersExercise: Example Answers
Wrong Answer:
The Government should give contracts to local companies as a
matter of course, because it retains profit in the area and improves
local employment levels.
Right answers:
Lower Cost Base
Close proximity to client : Allows customers to change their
requirements at short notice
Local knowledge: Specialised knowledge of local issues or local
communities
Fast response time, leading to better and more flexible service
Improved environmental impact of shorter travel distance; potential
economies of expenses
Commitment to sustainable procurement (Investing in Local Supply
Chain)
Corporate Social Responsibility (Community Investment &
Involvement)
11/01/2016 43
44. Preparing the Tender: Bid WritingPreparing the Tender: Bid Writing
Language & Style:
– Write in plain English: short sentences and
paragraphs;
– Avoid jargon and unexplained abbreviations
– Use ‘active’ verbs, refer to ‘we’ and ‘you’
– In your response try to reflect key wording as found
in the tender specification
– Punctuation and spelling really matter
– Lay-out: Use clear headings aligned to tender
specification; standardise fonts, illustrate where
possible
Aim for clarity, brevity, readability and persuasion
11/01/2016 44
45. Buyer PreferencesBuyer Preferences
LIKE Don’t like
Concise and precise language Wordy tenders, Inconsistencies and errors,
poor use of grammar
Clear structure (esp. Methodology) Poor methodology (failure to define who does
what, where, when, why and how)
Challenges have been understood and properly
addressed
Deviation from defined requirements, lack of
understanding of client requirements and
failure to answer questions
Relevant background information Lack of detail/explanation or ‘data dump’
Properly defined & appropriate resources Unclear who will be involved in delivery
Systems & procedures Exaggerated and unsubstantiated claims
Innovation – or the opposite (tradition) Poor evidence of reliability
Risk assessment (mitigations) No risk assessment
Case studies & references Irrelevant case studies
11/01/2016 45
46. Do’s & Don’tsDo’s & Don’ts
• Do not attempt to find an “inside track”
(canvassing)
• Respond by the correct date + time (electronic,
electronic + post, post?) avoid last minute
submissions
• Ensure the submission is complete AND signed
including copies of requested documentation, e.g.
insurance certificates, policies, audited accounts etc
• Use tender envelope/label if provided and check if
there is a tender reference
• Look carefully at the evaluation criteria, scores and
“weighting”. This should influence time and effort
in preparation of answers
11/01/2016 46
47. Concluding RemarksConcluding Remarks
• Make note of instructions, word limits and submission format
Be compliant!
• Try to understand what each question is asking and why they are being
asked. Answer the Question
• Note the scoring / weighting of criteria. Spend time / effort on your
response accordingly
• Anything you are not sure of, contact the buyer (but be aware that any
question you ask will be notified to other suppliers)
• Answer all questions honestly and be keen and positive in your responses
(emphasise your USP).
• Double check your response / second pair of eyes
• Ensure you complete and submit all the documents required
• Make careful note of the deadline and make sure you submit well in advance
of the deadline (Avoid last minute submissions)
• If unsuccessful (or successful) ask for a debrief
11/01/2016 47
Consortium must be properly led, constructed, managed
Consortium jointly and severally liable
Depends on nature of contract, e.g. an IT contract may require more on Business Continuity arrangements, whereas a Social Care contract may require more on Equalities
Financial Information – PPA guidelines state that financial vetting should be based on appropriate information and the use of sound business judgement, rather than just the mechanistic application of financial formulae
Insurances dont need to be in place before contract award
Might not need to have insurance in place at time of applying/tendering, but required come contract start if successful
Contract management: buyers are told that the cost of contract management for a major contract (£1m+) is 2% of the contract value and a larger % for smaller contracts