The primary purpose of a Tender Library is to maximise the Return on investment from your Tender Activity, while delivering objectives such as;
Ensure your company is presenting a consistent company message
Ensure Tender information is not held with an individual or small team
Eliminate time wasted searching for previous information
Ensure only the most up to date company documentation is accessible to staff completing PQQs and tenders e.g. policies, procedures, insurance certificates, risk assessments, licenses, CVs etc.
Minimise problems of different writing styles from contributors (including formats)
Control company information and its use, protecting the company brand i.e. have current and compliant information to help you answer the questions asked
Managing information effectively is essential so as not to end up with a huge amount of information in hundreds of different files, versions or formats.
Tender Library Advice
The worst time to create a bid library is when you are writing a tender – start now before a submission is live
The Tender Library has to be easily accessible for your bid team, whether that is shared folders, Dropbox, Google Apps, Wiki, Microsoft Office 365 SharePoint, OneDrive or similar file sharing solutions (even considering third-party software solutions)
Consider a Library structure that facilitates keyword searches, filters by question type, client type or project type, which meets the needs of the business.
The Tender Library has to be kept up-to-date with recent company marketing materials, client references, awards, policies, licenses, insurance details, CV’s etc. Identify content owners, and put in place regular content reviews.
The Tender Library is an evolving asset and should be continually improved with feedback/comments derived after the Tender Award e.g. if you have a poor scoring response or section, this should be noted within the Library to ensure the whole team knows work is required on this section in future Feedback allows you to see the strongest and weakest parts of your responses, which can then be corrected for future contracts. The more you tender, the better your Tender library will become, saving you time and vastly improving the quality of your submissions1.
Build a bid content library based on the topic / subject area approach is better than purely Q&A focused. Great content is easier to find and easy to update plus your writers are free to write a customer-focused response and do not resort to boiler plate answers
Every 18-24 months, schedule a Tender Library Audit to; # Assess the quality of the content # Assess the quantity of the content # Understand the existing content demands from the market
Tender Library Contents
There are a number of requirements that appear in nearly every tender. This content list below will allow you spend more time customising the response to meet the specific questions, specification and evaluation criteria;
Corporate Information including Organisation Chart and Company history (consider visual time-line)
Company policies (most commonly requested are Health & Safety, Environmental, Equality/Diversity, Corporate Social Responsibility, Business Continuity, Data Protection, Quality Assurance, Quality Control and Complaints Management). Ensure that these are up to date with legislation and have been reviewed within the last 12 months.
Case studies (impactful, relevant and fact filled – not woolly!).
Testimonials & Awards (make sure these are up to date)
Reference clients (including the contact details of clients who have given permission to use them in a tender)
Most recent 3 years accounts (Balance Sheet & P&L)
Licensing specifics – required for some industries.
A list of all major contract clients including date of award, length of contract, annual value and nature of supply (organised by industry, location, public/private etc)
Model answers: A selection of model answers based on previous submissions or commonly occurring questions. This is the most flexible part of the Tender library and is constantly changing with feedback.
Method Statements (Policies and Operating Procedures relating your work methods)
Added Value Extracts (Unique Selling Points, Differentiators, Value propositions, Innovations or technology; which benefit the client with defined tangible value)
Visuals & Professional Photography (Relevant existing graphics or images, to replace certain paragraphs or augment the visual impact)
Pricing Matrix (Detailed breakdown of rates, per service. Securely stored)
Account Management (Standard details of client management systems, processes, meeting and reporting schedules (Purpose, Type and Frequency etc)
Training Records (Summary of Learning & Development approach, with access to detailed Training Records of each staff member)
Profiles of key members of your team – include relevant qualifications, length of service with your company, experience and an overview of their CV – max 1 page).
Sample management information (likely to include financial, performance related, future growth plans etc.)
Sample service level agreement (demonstrating your proposed KPIs)
Sample Contract Transition/Mobilisation Plan (likely to be in Table or Gantt chart format showing the individual steps required to implement a new contract.)
Short company introduction in PDF format (Similar to a brochure)
Opening Address, Executive summary & conclusion excerpts (corporate overview with mission statement and strong value proposition to be adapted to the specific bid)
Best-in-Class Templates (If not using the buyer’s template (which is advisable), have branded ready-made templates per service offering and sector)
Contact us today to discuss how we can maximise the return from your next Tender.
On April 10, 2019, the latest Brextension was formalised with the EU offering the UK a six-month Brexit delay, pushing the withdrawal date to Halloween. This six-month extension was a compromise solution which stopped the clock on a no-deal withdrawal occurring at the end of the first Brexit-extension in April 2019.
The UK agreed with the EU by extending Article 50 until October 31 2019 at the latest, whereby during the course of the extension, the UK will continue to hold full membership rights as well as its obligations. The EU has agreed that the extension can be terminated if the Withdrawal Agreement is ratified within the UK. If the Withdrawal Agreement is ratified by both parties before 31 October, the withdrawal will take place on the first day of the following month i.e. Brexit could occur on July 1st, August 1st, September 1st, October 1st or most likely October 31st (which incidentally is the only date on which a no deal exit could happen).
As the UK did not ratify the Withdrawal Agreement by the 22 May 2019, they were legally obliged to hold European Parliamentary Elections on May 24th.
Although Parliament has rejected leaving without a deal multiple times, no deal remains the legal default at the end of the extension period if a deal cannot be agreed. If the Withdrawal Agreement can be agreed, this offers a time-limited implementation period providing a bridge to the future relationship and common rules will remain in place i.e. businesses trade on the same terms as now until the end of 2020.
Your suppliers are your external manufacturing
department. They do what you don’t want to do; because it’s technologically
impractical, they are better than you, you are concentrating on other things,
or it could tie-up your resources.
FACT: You are trusting them with your future
Developing good connections with
suppliers—sometimes called Supplier Relationship Management—is
critical to business success.
Businesses are increasingly relying on suppliers to
help reduce costs, innovate, improve quality and reduce lead time. Good
relationships with suppliers can provide a competitive advantage.
First-rate supplier relations require continuous,
long-term effort. Not
all suppliers should be treated as special suppliers. Some
of the suppliers may not be suitable for developing relationships.
Evaluate all suppliers—Make
sure they are the best ones for your business and that their products meet your
needs. You want suppliers who are aligned with your strategy.
Integrate key suppliers into your business—Learn
how they operate, and make sure your systems work seamlessly with theirs in
areas such as invoicing and order fulfilment.
Collaborate on quality improvement, problem-solving
and product development—Work together to improve capabilities and adopt best
practices on both sides.
Measure performance continually—Have
structured ongoing discussions with your key suppliers about how to improve.
Ultimately, the idea is to work together as
partners so both sides prosper.
BE BRAVE – NOT ALL COMPANIES CAN DEVELOP AND MAINTAIN A SUPPLIER
Sometimes companies focus just on the short term
and only demand cost reductions from suppliers, rather than thinking
strategically. That doesn’t help in the long run.
Do’s and don’ts of supplier relationships
DO—Take a long-term approach to supplier
relationships. Commit to shared prosperity and mutual development. Help
suppliers boost their technical and problem-solving capabilities.
DO—Understand in detail how your key suppliers work.
See how they operate, and learn their culture to ensure mutual trust and strong
DO—Periodically evaluate the performance of key
suppliers with scorecards, and periodically scan the market for better and/or
more cost-effective alternatives. While you want to nurture strong
relationships with suppliers, you don’t want to become captive to them.
DON’T—Focus only on short-term goals, such
as cost-cutting. Don’t insist on unreasonable payment terms or pressure
suppliers to assume the cost and risk of holding the bulk of your inventory.
DON’T—Focus your efforts on all your
suppliers. Save your special collaboration for only a handful of key strategic
partners. Anything more is unsustainable.
While developing a strategic Category Management approach channels procurement resources and services towards improved efficiencies and effectiveness for the betterment of internal and external stakeholders.
With the following major benefits:
Management benefits the entire organisation
Raises the strategic contribution of procurement to
Improves stakeholder buy-in to results
Improves total cost of ownership
Reduces risk in the entire supply chain of contracts
Uses resources more effectively
Fulfils stakeholder needs in terms of availability,
quality, and service levels
Fosters supplier innovation and capability development
Category Management Approach
methodology and approach to strategic procurement involves robust research,
analysis and planning that results in a procurement strategy that influences
and shapes the market to meet your needs.
• Research and planning add value to
sourcing, implementation and results
• Collaborative cross-disciplinary team work
leads to strengthened solutions
• Good governance and project management
ensure delivery is on time, on budget and to specification
• Professionalism and ethics support due
process, accountability and transparency.
This approach to Category
Management is initiated with a baseline review to capture the Vision and
Objectives clearly, while undertaking a detailed Stakeholder engagement
exercise. The forensic spend analysis then follows against key levers and
assessment frameworks. Prior to discovering the competency, maturity and
capability within the team plus an expert review of the entire process flow of
current procurement activities on-and-off-line. A number of key milestones will
be planned throughout the program where gap analyses will provide current challenges
and issues, and risks that need to be addressed or be aware of. Practical
reports and recommendations will emerge
throughout to focus on the potential benefits to implementing Category
Management while guiding the entire project roadmap.
This approach has been successfully implemented in many projects with IDDea and the following key procurement levers used in our Category Management analysis, also enlighten the powerful work of the Procurement Transformation Institute;
Talk to us
today to discuss how we can support your
Category Management journey;