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Compiling a Tender Library

The primary purpose of a Tender Library is to maximise the Return on investment from your Tender Activity, while delivering objectives such as;

  1. Ensure your company is presenting a consistent company message
  2. Ensure Tender information is not held with an individual or small team
  3. Eliminate time wasted searching for previous information
  4. 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.
  5. Minimise problems of different writing styles from contributors (including formats)
  6. Control company information and its use, protecting the company brand i.e. have current and compliant information to help you answer the questions asked
  7. 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

  1. The worst time to create a bid library is when you are writing a tender – start now before a submission is live
  2. 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)
  3. Consider a Library structure that facilitates keyword searches, filters by question type, client type or project type, which meets the needs of the business.
  4. 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.
  5. 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.
  6. 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
  7. 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;

  1. Corporate Information including Organisation Chart and Company history (consider visual time-line)
  2. 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.
  3. Case studies (impactful, relevant and fact filled – not woolly!).
  4. Testimonials & Awards (make sure these are up to date)
  5. Reference clients (including the contact details of clients who have given permission to use them in a tender)
  6. Most recent 3 years accounts (Balance Sheet & P&L)
  7. Current insurance certificates
  8. Corporate memberships / Accreditations (e.g. Chambers, Certificates, ISO, SafePass, FirstAid etc)
  9. Licensing specifics – required for some industries.
  10. 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)
  11. 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.
  12. Method Statements (Policies and Operating Procedures relating your work methods)
  13. Added Value Extracts (Unique Selling Points, Differentiators, Value propositions, Innovations or technology; which benefit the client with defined tangible value)
  14. Visuals & Professional Photography (Relevant existing graphics or images, to replace certain paragraphs or augment the visual impact)
  15. Pricing Matrix (Detailed breakdown of rates, per service. Securely stored)
  16. Account Management (Standard details of client management systems, processes, meeting and reporting schedules (Purpose, Type and Frequency etc)
  17. Training Records (Summary of Learning & Development approach, with access to detailed Training Records of each staff member)
  18. 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).
  19. Sample management information (likely to include financial, performance related, future growth plans etc.)
  20. Sample service level agreement (demonstrating your proposed KPIs)
  21. Sample Contract Transition/Mobilisation Plan (likely to be in Table or Gantt chart format showing the individual steps required to implement a new contract.)
  22. Short company introduction in PDF format (Similar to a brochure)
  23. Opening Address, Executive summary & conclusion excerpts (corporate overview with mission statement and strong value proposition to be adapted to the specific bid)
  24. 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.

Brextension – Current Brexit Status

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.

Contact Us ([email protected]) to get support for your Strategic Sourcing Brexit risk

Strategic Relationship Management Advice

By Pat Ryan – Arvo

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.

  1. 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.
  2. 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.
  3. Collaborate on quality improvement, problem-solving and product development—Work together to improve capabilities and adopt best practices on both sides.
  4. 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 RELATIONSHIP PROGRAMME.

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

  1. 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.
  2. DO—Understand in detail how your key suppliers work. See how they operate, and learn their culture to ensure mutual trust and strong partnerships.
  3. 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.
  4. 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.
  5. 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.

Category Management

Many sophisticated Procurement Functions are implementing Category Management best practices and proven methodologies to migrate “from good to great”. This is usually triggered as the current operating model is focused on the delivery of predominant tactical delivery of value;

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:

Category Management benefits the entire organisation

  • Raises the strategic contribution of procurement to business
  • 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

The 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.

This approach demonstrates how:

• 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;

  • Culture
  • People
  • Process
  • Knowledge
  • Technology

Talk to us today to discuss how we can support your Category Management journey;

 

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