Software
LET'S TALK!
We offer software that makes you win big and ultimately gives you the work-life balance you deserve.
XaitPorter
Co-authoring and automation solution for complex documents
XaitCPQ
Quickly and accurately price combinations of interdependent products and services
XaitProposal
Guided proposal creation for comprehensive, winning proposals
XaitRFI
The smarter way to respond to RFIs, DDQs and security questionnaires
XaitWebProposal
The easiest way to create interactive and custom mini-websites
XaitAI
The X factor for analyzing and writing winning bids and proposals
Industry
OUR SOLUTIONS BY INDUSTRY
Do you have a question about your business vertical?
Resources
RESOURCES
Discover all our Xaiting resources!
About us
LET'S TALK
We can challenge mindsets and make significant changes to the way people interact
Alan Tawse
07.12.2020
-4 min
At this stage, the tender support person or team will need to prepare the template that will be used to construct the tender response. Several elements are important to organize now:
The efficiency of the tender compilation will be greatly enhanced if building the response is handled in a centralized location so that the team can see the progress being made and continuously assess progress versus their various deadlines. Typically this would be in a designated area on the bidders network or perhaps on a workspace portal.
Situations where individuals are working off-line or individually on their own computer should be avoided if at all possible, or at least minimized, as these have the highest degree of risk. It can adversely affect a tender if an individual has an accident with their data, or even themselves, and as long as their information has not been shared, it is impossible to accurately gauge progress.
Contributors should all be encouraged to share their tender response so that their progress can be reviewed, input or guidance can be provided if necessary, and other contributors may possibly benefit from the information they have already produced.
It is good practice to maintain a separate copy of the client's original documentation whether in hard-copy or electronically, so as to always have an original to refer back to. Working copies should be created that can be used for compiling the response, for highlighting or copying questions, making notes, filling out of data etc. In that way, should there be any mishap with a form or file, the tender support person or team can provide a fresh working copy.
The tender documentation may provide clear instructions as to how the response should be structured. Typical examples can include a breakdown of the questions by sections and subsections, division of the response into different binders or volumes, such as Contractual, Commercial and Technical, separate priced and un-priced versions, multiple numbered copies, separate submission of electronic copies, either selected portions of the response (such as pricing information) or the entire response.
In cases where the submission has to be uploaded to a client's server or portal, there may be a specific file format, or the response may have to be spit into a number of separate files such as pricing, health and safety, technical specifications, contract terms and conditions, etc.
In that situation, the tender support person or team will need to ensure that their structure recognizes this, so as not to end up having to deconstruct the tender submission at the end of the process in order to upload the response to the client's server or portal.
Unless specifically prohibited, it is normally a good idea to build the tender response by reproducing the client's question, followed by the bidder's response. It necessitates reading through the tender documents to extract the questions, which has several benefits:
It is normally good practice to make as much use as possible of the same numbering structure as used by the client in the tender documentation. That makes it easier for them during the evaluation phase to tie together the bidder's information to their own inquiry. The easier it is for the client, the better it will be for the bidder.
In the event that the submission needs to be submitted in paper copies, then plan out the number of binders that will be required, based on the tender instructions. The variables are usually:
If individual tabs are required to separate sections within a binder, and these are to be professionally printed, this will need to be planned and ordered in sufficient time. This works best when the tender response structure is well defined and unlikely to be subject to last minute changes. Otherwise the next best option is to use blank tabs and add the labeling in-house once the final structure has been locked down. This can be time-consuming, so pre-printed numbered tabs with no description can be an alternative.
Pre-printed tabs create the best impression, but whatever is decided, some form of tabs for different sections will make the review process a bit easier for the client.
For larger or more complex tenders, bidders will often include a summary section or document – in addition to the specific tender response that the client has requested. This is usually called an Executive Summary. If one is to be included, this should be added at the beginning of the response and shared with those writing the responses as early as possible.
In some cases the client may request that certain files or forms are completed and returned together with the tender response. These should be identified and copies provided by the tender support person or team for completion in the same way as the rest of the tender response. Note that some of these may require more time to arrange, such as Bank Guarantee or Parent Company Guarantee.
Alan Tawse
Alan has worked in the oil and gas industry since 1974 in various administrative, operational and managerial roles in the UK, Netherlands and Norway. In 1993 he joined Halliburton in Norway as country manager of their new Drilling Systems division. Following a merger with Dresser industries in 1998, he moved to Business Development where he established a BD support team providing centralised expertise for tendering, contract management, market intelligence and various BD software systems. After managing up to 200 tenders and proposals annually for over 20 years, Alan retired at the beginning of 2020 with plans to explore Norway, and spend time with family overseas, He enjoys downhill skiing in the winter, golfing in the summer and following the Formula 1 racing season throughout the year.