What are framework agreements?
Frameworks are “umbrella agreements” that sets out the terms – particularly relating to price, quality and quantity – under which individual contracts (call-offs) can be awarded throughout the period of the agreement (normally a maximum of 4 years). They are typically used when the buyer(s) identify a need for specific products or services but are unsure of the scope or time-frame.
Continue reading “Framework Agreements: What You Need to Know”
A little heads up can go a long way in the world of public sector tendering. Suppliers usually rely on Prior Information Notices (PINs) to give them a heads up that a contract was soon to be out there to bid on.
PINs are a great way to prepare for a bid response, but the time a supplier has to prepare their bid off the back of a PIN can vary: some PINs can be live for as little as a month before the contract notice comes out.
The longer the supplier has, the better position they are in to make a successful bid. That’s why Tenders Direct has launched Advance Tender Alerts.
Advance Tender Alerts provide suppliers with notifications of tenders, related to their business, up to six months before they expire – covering both above and below threshold opportunities.
Continue reading “Tender Forecasting”
With £714 billion being spent on the public sector in the UK in 2014 you may feel that there is plenty of business to go around. However, if you are considering broadening your options or want to look further afield you could consider bidding for tenders across the European Union.
The European Union was created on the basis of it being a single market which includes the free movement of goods, capital, people and services across all member states. In practice this means that a UK company should have an equal chance of winning a tender in a different EU member state as the local companies and there should be no barrier to intra-EU trade. We often hear of dissatisfaction that local contracts in the UK have been awarded to non-local suppliers and so this could be considered the other side of that coin.
While it may seem like it is easy to go for these types of opportunities there are certain things that need to be considered before taking the leap! All the points made by my colleague Gemma on this blog: How SMEs can break into the public sector will apply but there will be other aspects that will need to be considered as well.
Continue reading “Tendering across Europe – How to step out of the UK”
Do you find yourself scrambling with every tender the day before the deadline, frantically gathering your tender documents and cutting and pasting 75% of the tender together? It might be time to put together your Bid Team. Putting together a great tender is more than one person’s job, however in a busy working environment it tends to fall on the laps of busy people who already have the weight of the world on their shoulders. Take a stand! Start your Bid Team today!
Continue reading “Keep your eye on the game – Picking a winning Bid Team.”
Selecting the right contracts to go for is critical to the growth of your business. So often we waste a huge amount of time responding to tenders we are destined never to win. It can be due to a lack of resources, limited experience or it simply just doesn’t fit with your core business.
Here’s a quick and effective checklist for deciding whether you should go for a contract or not.
Rank your response from 1 to 5, with 1 as the most negative and 5 as the most positive answer. If the total score is below 20, you should seriously consider whether it is worth proceeding to Step 2.
1. Were we aware of the opportunity before it was advertised?
2. Do we know the decision-maker(s)?
3. Do we have a significant technical or other competitive advantage?
4. Have we done an effective job of pre-selling for this project?
5. Do we have a champion in-house who is motivated to win?
6. Have we allowed enough time for preparing the proposal?
Answer yes or no to the following Qualitative Factors:
1. Will our price be competitive?
2. Does the opportunity match our target market area and services?
3. Does the project present us with an unusual opportunity to break into a new market?
4. Will the submittal effort be proportional with the expected fee?
5. Is the project consistent with our minimum/maximum project size objectives?
6. Can we make a profit doing this project?
7. If we cannot make a profit, are there any prevailing reasons to want the project?
8. Do we have qualified staff available to perform the work?
9. Do we have the staff and time available to prepare a quality proposal?
10. Do we have the track record/experience for the project?
If you have answered ‘no’ to more than two of these questions, you should seriously consider whether this is the right contract for you.