Writing Winning Bids Loughborough Workshop 15 Feb 2011 Final
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Transcript of Writing Winning Bids Loughborough Workshop 15 Feb 2011 Final
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Bob Moodie & Vicky Byers
NJM European, Economic & Management Consultants Ltd
Selling to the Public Sector – helping
Leicestershire SMEs unlock their potential
Public Sector Contracts!riting !inning Bids
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- Ne6 Procurement Enironment
Policy7Legal Economic7inancial
E8 Competition Policy 9Procurement:
Coalition ;ot# 7 Local ;ot#92ransparency < L-s must publis. detailso) all $noices o) =1>>?:
Coalition ;ot4s aspiration to a6ard %1@ o)central ;ot# contracts to SMEs
Leicesters.ire County Council4sSustainable Commissioning & ProcurementStrategy 9%>>A'"*:
Price & Value )or Money 9VM: & M#E#-#2#
Compre.ensie Spending eie6
ationalisation & rame6ork -greements
Contract Bundling 9Economy o) Supply:
-bility to delier economies and e))iciencysaings
Social 2ec.nological
Corporate Social esponsibility
Sustainability, Euality & +iersity
$nnoation & non contractual outcomes
E'Portals
E'tendering & E'auctions
eal time reporting
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!.oD
(pportunity $denti)ication
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(pportunities Public Sector
8 Public procurement is estimated at oer ="51 billion per annum9"*@ o) 8 ;+P:#
Leicesters.ire County Council spends oer =*>> million eac. yearon goods, 6orks and serices# rom %>""'"% to %>"/'"1, t.eCouncil 6ill need to make saings o) around =F%m, including =%%m
)rom commissioning and procurement#
Leicester City Council4s estimated procurement budget )or t.e -ut.ority 6as =%3> million p#a# 9%>>5'%>>F:# rom %>""'"% to%>"/'"1, t.e Council 6ill need to make saings o) around =">>m)rom its total annual budget o) circa ="bn#
NGS Leicesters.ire & utland Procurement Partners.ip in)luencesspend o) approHimately =%1> million on goods and serices eac.year#
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(pportunities Public Sector 9 Local Authorities:
Leicesters.ire County Council
Leicester City Council Nort. !est Leicesters.ire +istrict Council C.arn6ood Boroug. Council Melton Boroug. Council Blaby +istrict Council Garboroug. +istrict Council (adby & !igston Boroug. Council Ginckley & Bos6ort. +istrict Council
* 8niersities Leicester, Loug.boroug., +e Mont)ort
5 E colleges Step.enson, Loug.boroug., Brooksby Melton, Nort.!ar6icks.ire & Ginckley, Sout. Leicesters.ire, Leicester, Loug.boroug.8niersity Sc.ool o) -rt & +esign
Sc.ools
(t.er
NGS 9subIect to maIor reie6:
Gousing -ssociations 7 SLs
2.e Emergency Serices
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!.ereD
(pportunity $denti)ication
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inding (pportunities !.ere s.ould you look 7 6.o s.ould you kno6D
PUBLISHED UPUBLISHED S!U"#ES
2ender 6ebsites & Supplierportals
Net6orking 7 relations.ip building
(rganisational 7 Sector 6ebsites Procurement 2eams 7 CategoryManagers
2enders Electronic +aily 92E+: (perational departments and units
Local 7 National press 7 Press
releases
Market analysis 7 competitor intelligence
2rade Press Partners 7 sub contractors
Meet t.e buyer eents 7brie)ings
Second 7 2.ird 2ier Contractors 7 Supplyc.ains
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Procurement ProcedureProce%ure #haracteristics 'hen the proce%ure is a%opte%
!pen -ll uali)ied applicants must begien t.e opportunity to bid
or lo6er risk procurement 6.ere suppliercapability is less important or 6.ere t.e)ocus is on price
"estricte% 26o stage process 6it. )acility tos.ortlist 9P00 ? 2ender:
!.ere capability o) supplier is keydetermining )actor in t.e deliery o) t.econtract, market response likely to be
.uge to allo6 s.ort'listing
egotiate% 26o stage process 6it. )acility tonegotiate at second stage
Speci)ication is not clear or some creatie,artistic or eHpert input is reuired#
#o$petiti(eDialogue
26o stage process 6it. )acility toenter into a dialogue 6it. potentialsuppliers to consider potential
solutions and re)ine speci)icationbe)ore initation to tender
CompleH procurement 6.ere supplierseHpertise .as signi)icant impact on t.edeelopment o) t.e speci)ication
)ra$e*orkAgree$ent
Stage (ne Suppliers selectedt.roug. open7restricted procedure toa panel o) suppliers )or gien periodStage 26o Call'()) or Minicompetition 6ill be .eld 6.en
serices7goods reuired
Capability and Capacity is important andis generally a recurring7constantreuirement 9maH / years includingeHtension options:
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Be Systematic & ;et (rganised
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Be Systematic & ;et (rganised
!.at is your target marketD $n your target market 6.o are t.e key buyers ' Personnel
at +epartment leel and Procurement ())icers 9important
)or lo6 alue contracts t.at are not )ormally adertised:D
Engage procurement personnel ' make sure t.ey kno6you eHist, seed ideas
ind out about approed 9accredited: supplier lists
.o6eer note t.at aut.orities are moing to6ards
)rame6ork agreements egister your details on tender e'portals and set up )or
-lerts serice, ne6sletters etc
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Set up internal processes and indiidual9s: to monitor
tender portals, alerts, sources and reie6 )eedback
Net6ork 9buyers7commissioners, meet t.e buyer
eents: Competitor analysis 9Ne6 2ransparency=1>>?inoices:
Searc. )or potential business partners 7 collaborators 7
subcontractors
+eelop 7 improe your key policies so t.at you comply6it. public sector tender competition reuirements
-ccreditation 9e#g# CG-S, $S(, $iP etc:
Be Systematic & ;et (rganised
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- ne6 and critical source o)
intelligence
-s part o) Coalition ;oernment
commitment to transparency in publiceHpenditure 9as o) ebruary %>"": eery
Local -ut.ority must publis. details o)
inoices o) =1>>?
$n)ormation can be used to identi)y
competitors and7or potential
collaborators7subcontract opportunities
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2o bid or not to bidD
+eeloping a Strategic -pproac.
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Strategic +ecision Making
$s t.e tender a good )it in relation to your company4s
actiitiesD
Can you meet t.e eligibility criteria 9tec.nical uali)ications,
policy compliance e#g# 0uality -ssurance, $nsurance: D +o you .ae a good track record in relation to t.e
opportunityD
+o you .ae t.e trading .istory 9e#g# % years -ccounts:D
+o you .ae t.e capability and capacity to delier t.econtract i) success)ulD
Can you make sense o) t.e budget and can you delier t.e
contract on timeD
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Strategic +ecision Making
!.at are t.e risksD
!.o are your competitorsD
!.at percentage o) your turnoer does t.e contract
representD
+o you need a partner9s: or 6ill you use
subcontractorsD
!.at is t.e percentage c.ance o) successD
+o you .ae t.e time and resources to deote to
preparing a good bidD
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Solo or Collaboratie BiddingD orm a consortium i)
Oou don4t .ae t.e capability or capacity Oou can4t meet t.e %>@ rule
(ptions Consortium
Joint Bidding Lead Contractor & Subcontractor
Legal basics < 6ill you be Iointly and seerally liableD Memorandum o) understanding 9Mo8: 7 Partners.ip agreement 7
9Non +isclosure agreement 9N+-: -greement not to compete in
ot.er tender: Serice leel agreement 9SL-:7contract
NB# consortium s.ould be properly led, constructed and managed
Strategic +ecision Making
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Consortia
Bene0its: "isks:
$ncrease capacity and scope to bid e#g#(ercome P00 impediments
Partner selection and getting -greement 7 legaldocument
S.ared trade .istory 9combined capabilityand capacity:
2rust relations.ip 9.o6 6ell do you kno6 yourpartner < can you be con)ident t.ey can and 6illdelier:
Business +eelopment -ccess ne6clients and markets
CompleH decision'making, loss o) autonomy,compromises and concessions
Spread risk S.aring sensitie in)ormation
Mutual learning and innoatieapproac.es
Logistics 9Co'ordinating bid:
+eliered additional added alue 9t.e6.ole is greater t.an t.e sum o) t.e parts:
Logistics 9Contract deliery:
$mproe c.ance o) success
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P00s & $22s
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Procurement Process (erie6
ProcureContract
NoticeE!I
+en%er
EaluateManageeie6
Commission
P11
-6ard
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Pre'0uali)ication 0uestionnaires
+he )irst Hur%le
Ealuation o) your organisation
2.e aim o) t.e P00 is to c.eck t.at your company is
9)or t.e contract term: 2ec.nically competent
inancially sound
Legally compliant
;ies t.e buyer a means o) s.ort'listinginterested organisations on t.e basis o) )air and
obIectie criteria
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P00 EHample Scoring rame6ork
Section Score 'eighting
" (rganisation +etails N7-
% inancial $n)ormation N7- or isk Based -ssessmentPass7ail
* $nsurance Pass7ail
/ Business -ctiities "1@
1 Business Practices *>@ 92otal:
Gealt. & Sa)ety 1'">@
0uality -ssurance 1'">@
Enironmental Management 1'">@
Euality 1'">@
3 euirement ' speci)ic />@
5 EHperience & e)erences "1@
F Pro)essional & Business Standing Pass7ail
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EHample KScoring4 CriteriaScore "esponse +&pe "eason in%icate% 0or Score
> Non'compliant response No releant in)ormation 7 solution proided in responseto contract reuirements#
" 8nacceptable response Partially compliant response but 6it. seriousde)iciencies in solution o))ered, indicating seriousdi))iculties 7 inability to delier contract reuirements#
% 8nsatis)actory response Partially compliant response 6it. s.ort)alls in solutiono))ered, indicating not all contract reuirements couldbe met and t.us di))iculty in deliery o) t.e contract#
* -cceptable response Compliant response, indicating basic contractreuirements are met but not eHceeded# Contract couldbe deliered#
/ ;ood response Compliant response, clearly indicating entire delierycan be met and solution o))ers some limited bene)itsbeyond stated reuirements#
1 EHcellent response Compliant response, bidder illustrated compre.ensieunderstanding o) contract res# Proposed solutionproides signi)icant additional bene)its beyond stated
res#
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P00 $n)ormation-eneral Business In0or$ation
Business +etails
Status 9Sole contractor 7 consortium:
(6ners.ip
Business Probity
Pro)essional Conduct
+ocumentation reuired may include
Company Gistory
G $n)ormation
-dministratie $n)ormation 9Company egistration7V-2 Number:
0uality Standards -ccreditation 7 Certi)icates
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P00 $n)ormation)inancial . Insurance In0or$ation:
2urnoer
-ccounts
$nsurance
+ocumentation euired may include -udited accounts, Management accounts, Parent company accounts
Bankers statements & accountants4 re)erences
inancial proIections, including cas.)lo6 )orecasts
+etails o) preious contracts and alues
Capital aailability
Certi)ication o) $ncorporation, Certi)icate o) Name C.ange
$nsurance Certi)icates
NB )inancial etting is based on sound business Iudgement and not Iust t.e
application o) )inancial )ormulae
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P00 $n)ormation
;eneral Business -ctiities (erie6 o) EHisting Business -ctiities
(erie6 o) Main -reas o) EHpertise & -ccreditation
!.at percentage o) your business is concerned 6it. proiding serices
similar to t.e contract reuirement
G $n)ormation 9Number o) Sta)), Sta)) Pro)iles:
Contract Speci)ication
EHplain and demonstrate your Capability and Capacity to )ul)il t.e contract
reuirement
Case Studies 9releant to contract speci)ication and demonstrating yourability to )ul)il t.e sie, scope and compleHity o) t.is contract:
Subcontractors
eleant e)erences 9norm Q * recent re)erees: & contact details
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Gealt. & Sa)ety, Euality &
+iersity & Enironment Policies
Can you articulate t.e business bene)its o) t.ese policies
as t.ey may relate to t.e conduct o) t.e contractD
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!.at 0uality -ssurance arrangements does your company operateD$) no accreditation is .eld please eHplain 6.y not and 6.at alternatie
steps you take to ensure uality at 6orkD
'eak Ans*er:
R!e operate our o6n uality system# !e .ae determined t.at
)ormal accreditation is inappropriate to our company4s needs#Complaints are t.e responsibility o) t.e Managing +irector#
-oo% Ans*er:
R!e regard uality as a itally important part o) our business actiity
and 6e operate a compre.ensie and strict internal uality assuranceprocess coering all aspects o) our business actiity 9details can be
)ound in -ppendiH %:# !e are committed to a process o) continuous
improement and 6e are in t.e process o) applying )or $S( A>>" 96e
eHpect to be assessed in May o) t.is year:
TUT -ccentuate t.e PositieTUT
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Business Continuity
!.at is your -pproac. to isk Management in terms o) Business
ContinuityD
+o you .ae a )ormal Business Continuity Management ProgrammeD
$) OES, enclose a copy o) your plan7programme document
!it.in t.e last * years .ae t.ere been any occasions 6.en youbusiness operation .as been disruptedD $) OES 6.at 6ere t.e circumstances and 6.at 6as t.e e))ect upon your
customersD
+o you .ae a strategy )or ensuring continuity o) supply )rom your
critical suppliersD
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-oiding a Poor ScoreCommon reasons )or a poor score
"# ailure to )ollo6 t.e instructions
%# !riting by committee, no narratie )lo6 and lack o)
control7o6ners.ip
*# $ncomplete or missing ans6ers7sections
/# Supporting documentation incomplete
1# epeating ans6ers or re)erring to Ksee aboe4 9uestions are
rarely repeated:
3# (er emp.asising 6.at you sell, rat.er t.an 6.at t.ey are
looking to buy
5# ecycling old tenders KCutting & pasting4
F# Proiding response on general capability instead as opposed to
speci)ic contract reuirements
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$nitation 2o 2ender 9$22:
+he Secon% Hur%le
Ealuation o) your detailed proposal !.at are you going to do
Go6 are you going to do it !.o is going to do it
Go6 muc. 6ill it cost
!.at is your track record 7 prior eHperience
Compliance
e)erences
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$22 $n)ormation
$nitation to 2ender 9$22: pack 6ill include
$nstructions to 2enderers
$ntroduction )rom buyer 6.o 6ill set out t.e ision
2.e Speci)ication
2.e Ealuation Criteria & elatie !eig.ting
orm o) 2ender
+ra)t Contract 2erms and Conditions
+eclarations 7 Bona ide
Pricing Sc.edule
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Preparing t.e 2ender
Managing t.e preparation o) your bid
;et your team toget.er, appoint a bid manager and conduct
detailed reie6 and interpretation o) tender reuirements#
+etermine 6.et.er you reuire clari)ication o) any aspect o) t.etender and ask t.e uestion9s: allo6ing enoug. time )or a
response#
C.eck regularly to see i) any uestions7ans6ers .ae been
submitted by competitors# Be a6are t.at any uestion you ask 6ill
be noti)ied to ot.er suppliers: Prepare 6ork plan & allocation o) roles7tasks7milestones 6it.
re)erence to tender & submission deadline#
o NB Build in time to reie6, re)ine and style bid
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Preparing t.e 2ender
2ender +esign !.at is t.e Buyer looking )orD
+esign a clearly structured tender response aligned against eac.
tender reuirement and criteria 9e#g# core, gate6ay and speci)ic:#
Ensure compliance
+emonstrate a clear understanding o) t.e brie) 9i#e# t.e c.allenges
are understood and addressed:
Met.odology clearly s.o6 6.o 9CVs: does 6.at, 6.y, 6.en, .o6
and bene)its )rom buyer4s perspectie < illustrate 6it. diagram 9;antt:
$denti)y and demonstrate clearly your capability and t.e innoation o)
your o))er 98SP: ' can your o))er eHceed t.e contract reuirements
and proide additional bene)its, outcomesD
Contract management and communication 9i#e# .o6 you inter)ace
6it. t.e client to monitor proIect:
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Standing (ut )rom t.e Cro6d
Gae you articulated K!.y c.oose usD4
Gae you )ully de)ined t.e key )eatures, uality and
bene)its o) your approac.D Gae you used and made t.e most o) recent and releant
case studies to illustrate your track recordD
Gae you gone t.e eHtra mile in mani)esting your
understanding o) t.e brie) and t.e design o) your solutionD Conduct a mock assessment against t.e ealuation
criteria and relatie 6eig.ting
Presentation
Preparing t.e 2ender
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Case Studies EHample Structure
Client Name & Contract 2itle
!ork o) same7similar nature, scope and scale
!.at, !.en and Go6 you did it
Client Bene)it 9(utputs & (utcomes:
$nnoation & -dded Value
Contract Value7Price
e)erence con)irming 6ork 6as per)ormed to clientsatis)action and to sc.edule
NB Be concise and releant
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Preparing t.e 2ender
Costing Oour Proposal ollo6 $nstructions in 2ender re presentation o) costs7)ees7prices
or serices C.arging ate9s: 9+aily7Gourly: & 2ime & Personnel
iHed Cost 7 Variable Cost
EHpenses & +isbursements
Contingency
V-2
$nnoatie Cost Proposals
+iscounted Cost e#g# 1@ early payment, economies o) scale ande))iciency saings linked to contract term and7or number o) contracts
9Lots: a6arded
Buyer com)ort ())er ">@ Contract Price !it..eld until completion
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isk !.at is your -pproac.
"isk i%enti0ie%
0or:
Mitigation ,i2e2
*hat *ill &ou
%o/
I$pact
,High3 Me%iu$3
Lo*/
#lassi0ication
o0 risk:
"eputation ,"/3
!peration ,!/3
)inance ,)/
Client
+eliery
Supplier
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EHercise -ns6ers
'rong Ans*er: 2.e Council s.ould gie contracts to local companies as a matter
o) course, because it retains pro)it in t.e area and improes local
employment leels#
"ight ans*ers: Close proHimity to client -llo6s customers to c.ange t.eir
reuirements at s.ort notice
Local kno6ledge Specialised kno6ledge o) local issues or local
communities ast response time, leading to better and more )leHible serice
$mproed enironmental impact o) s.orter trael distance
potential economies o) eHpenses
Similar demograp.ic pro)ile o) serice delierers to serice users
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+o not attempt to )ind an Rinside track 9canassing:
espond by t.e correct date ? time 9electronic,
electronic ? post, postD: aoid last minute submissions
Ensure t.e submission is complete -N+ signedincluding copies o) reuested documentation, e#g#
insurance certi)icates, policies, audited accounts etc
8se tender enelope7label i) proided and c.eck i) t.ere
is a tender re)erence Look care)ully at t.e ealuation criteria, scores and
R6eig.ting# 2.is s.ould in)luence time and e))ort in
preparation o) ans6ers
Preparing t.e 2ender
+o4s & +on4ts
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Buyer Pre)erences
LI4E Don5t likeConcise and precise language !ordy tenders, $nconsistencies and errors,
poor use o) grammar
Clear structure 9esp# Met.odology: Poor met.odology 9)ailure to de)ine 6.odoes 6.at, 6.ere, 6.en, 6.y and .o6:
C.allenges .ae been understood and
properly addressed
+eiation )rom de)ined reuirements, lack
o) understanding o) client reuirements and)ailure to ans6er uestions
eleant background in)ormation Lack o) detail7eHplanation or Kdata dump4
Properly de)ined & appropriate resources 8nclear 6.o 6ill be inoled in deliery
Systems & procedures EHaggerated and unsubstantiated claims
$nnoation < or t.e opposite 9tradition: Poor eidence o) reliability
isk assessment 9mitigations: No risk assessment
Case studies & re)erences $rreleant case studies
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2ender Presentations
Conerting (pportunities
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2ender Presentation
eie6 and )amiliarise yoursel) 6itt t.e $22 and t.e 2ender you
submitted
Gas anyt.ing c.anged since t.e 2ender 6as submitted 6.ic. you
beliee
$mpacts t.e 2ender Speci)ication
-))ects your capability and capacity
-llo6s you to bring additional alue
-nticipate and prepare responses to likely Kdi))icult4 uestions
2ake copies o) your tender 6it. you as t.e tender panel may 6is. touestion you on speci)ic elements
Select Presenter9s:
e.earse
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2ender Presentation
eep message clear and precise don4t try to coer too muc.
ground and be interesting
Communicate understanding o) t.e tender brie) 9don4t stray:
eep presentation simple $llustrate presentation 6.ere possible
$) using po6er'point )eatures practice & BE!-E
-nimations
Purc.asing organisations pre)er to meet 9at t.e presentation:members o) team 6.o 6ill be per)orming t.e 6ork
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Concluding emarks
Make note o) instructions, 6ord limits and submission )ormat
Be compliant 2ry to understand 6.at eac. uestion is asking and 6.y t.ey are being
asked# -ns6er t.e 0uestion
Note t.e scoring 7 6eig.ting o) criteria# Spend time 7 e))ort on your
response accordingly
-nyt.ing you are not sure o), contact t.e buyer 9but be a6are t.at any
uestion you ask 6ill be noti)ied to ot.er suppliers:
-ns6er all uestions .onestly and be keen and positie in your
responses 9emp.asise your 8SP:#
+ouble c.eck your response 7 second pair o) eyes Ensure you complete and submit all t.e documents reuired
Make care)ul note o) t.e deadline and make sure you submit 6ell in
adance o) t.e deadline 9-oid last minute submissions:
$) unsuccess)ul 9or success)ul: ask )or a debrie)
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2ender Sources
666#espo#org
666#sourceleicesters.ire#co#uk
666#sourcenotting.ams.ire#co#uk
666#sourcenort.amptons.ire#co#uk
666#sourcelincolns.ire#co#uk
666#sourcederbys.ire#co#uk
666#Competeor#com
666#supply%#go#uk
666#tenders#ac#uk
666#in'tend#co#uk
666#supply%.ealt.#n.s#uk
666#procurement#supplyc.ain#n.s#uk
666#sid/.ealt.#n.s#uk
666#construction'on'line#co#uk7
666#delta'ets#com
666#ted#europa#eu7
666#eHor#co#uk
666#bluelig.t#go#uk
666#cbconline#org#uk
666#contraHonline#com
666#publictenders#net7tenders7region7east'
midlands
666#d.#go#uk7Procurement-ndProposals7)s7en666#publicprocurement#co#uk
666#buyingsolutions#go#uk
666#skills)undingagency#braosolution#co#uk
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or one to one support contact
Email bobWnIm#co#uk or ickyWnIm#co#uk
2el >"A" %F/ /A/A