Chairmans Opening Address

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WELCOME
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ChairmansOpening Address
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Selling to Local Government2006

• The Local Government procurement landscape.
• What drives the valuefor money agenda
• Peter Howarth
• CEO SOPO
• MD

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Selling to Local Government

• The Efficiency Review
• The National Procurement strategy
• The Local Government Act 2003
• Circular 03/2003
• FOI
• EU Consolidated Directive
• Public Contract Regulations 2006
• Sustainable Procurement

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The Efficiency Review

• Background
• Review by Peter Gershon /OGC
• Affects whole of public sector
• 100 billion public procurement expenditure
• Target 2.5 efficiency savings for 3 years to
  2008
• 6.45 billion expected from local government

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The Efficiency Review

• How the Government expects Local government to
  make efficiencies
• Reduced no of inputs
• Lower priced resources
• Additional outputs from same level of inputs
• Improved ratio of output per unit cost of input
• Allocative efficiency

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The Efficiency Review

• Efficiency Work streams
• Back Office processes
• Procurement
• Transactional services
• Policy ,Funding and Regulation for the Public
  Sector
• Policy , Funding and Regulation for the Private
  Sector
• Productive time of frontline services

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The Efficiency Review

• Procurement
• Enhance scrutiny,monitoring and accountability of
  procurement
• Improve strategic management of major supply
  markets
• Better leadership of procurement
• Improved professional support and capacity
• Improved procurement of professional services

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The National Procurement Strategy

• Objectives
• Better quality public services
• Mixed Economy of Service Provision
• Continuous improvement
• Greater Collaboration
• Community Benefits
• Equality and Opportunity for staff ,service users
  and suppliers
• Market Stimulation and Innovation

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The National Procurement Strategy

• The Basis of the Strategy
• Cultural shift
• Leadership and capacity
• Partnering and collaboration
• Doing Business electronically
• Stimulating Markets and achieving community
  benefits

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The National Procurement Strategy

• Who is the Strategy aimed at
• Elected Members
• Senior Officers
• Procurement Officers
• Third Sector
• Partner Agencies
• Suppliers

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Local government Act 2003

• Covers a multitude of local government
  changes, but particularly freedom and flexibility
  to assist partnering and procurement.
• Opportunity for Prudential borrowing
• Trading powers in ordinary services
• Charging for discretionary services
• These options may change the way some local
  authorities go about their business

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ODPM Circular 03/2003

• Updated framework for Local government act
  setting out frame work for improvement including
• Comprehensive Performance Assessment (CPA)
• Update on Best Value and options
• Workforce issues
• Race relations implications

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CPA

• CPA (comprehensive performance assessment)
  introduced by Audit Commission in 2002
• Generally measures how well councils are
  delivering services
• Now introducing CPA the Harder Test with greater
  emphasis on service users, use of resources and
  value for money
• How well do councils achieve VFM and how well
  does they manage and improve it
• It has had a positive affect.

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Best Value

• The Best Value regime was introduced in 1998
• Based on principles of 4Cs, challenge, compare,
  consult and compete
• Resulted in considerable outsourcing of council
  services.
• Mixed economy approach to provision of services
• Best Value is still a very important element of
  the efficiency campaign If others can do it
  better then it is likely that an activity will be
  outsourced

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Workforce Issues

• The circular recognised the rights of workers
  in the contract procedure for example in regard
  to
• TUPE
• Information
• Involvement of Unions
• Workers rights

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Race Relations

• The Amended Race Relations Act gives
• councils a duty to
• Have due regard to
• Eliminate unlawful discrimination
• Promote equality of opportunity and good
  relations between people of different racial
  groups
• This duty applies to procurement and functions
  delivered by suppliers under contract
• A guide has been produced by CRE
• www.cre.gov.uk

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Freedom of Information Act

• The general right of access came into force
• 1st January 2005
• A public authority will be obliged to disclose
  that information in response to a request,
  regardless of the terms of any contract
• Public authorities have been told to reject
  confidentiality clauses wherever possible
• Authorities will need to be aware that any
  restrictions on disclosure provided for could
  potentially be overridden
• Public authorities will not be able to give
  guarantees of confidentiality which have
  previously featured in public procurement..

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Freedom of Information Act

• Local Authorities have been advised to
• 1. Inform all applicants at the outset
• a) about FOI when issuing requests for
  tenders or
• placing advertisements in the
  newspapers and
• b) of the authority's policy regarding
  information it
• intends to release outside of the FOI
  Act
• 2. Ask applicants to identify sensitive
  information, when forwarding material to them
• 3. To consult with the person or company
  concerned before making a decision on an FOI
  request by a third party

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Freedom of Information Act

• The Public Interest test
• Whilst certain types of information are exempt,
  the Freedom of Information Act contains a
  presumption of disclosure.
• Therefore in most instances authorities will only
  be able to withhold information if they are
  satisfied that there is an overriding reason not
  to provide access to specific information.
• This opinion can however be challenged by the
  Information Commissioner
• Suppliers must always be advised where disclosure
  of information is being considered under the FOI
  Act. They will be asked to provide reasons for
  any claim to confidentiality and the potential to
  do them harm.

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Freedom of Information Act

• You should look on the FOIA as an opportunity
  to gain additional information about the public
  sector markets you operate in e.g. with regard
  to procurement policy and decisions
• L As will be happy to co-operate providing the
  requests are reasonable and fair and not vexatious

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New EU Consolidated Directive

• The main new procedures include reference to
• Framework Agreements
• Competitive Dialogue
• Dynamic Purchasing systems
• Reverse auctions
• Information Provision
• Social /Environmental issues
• Qualification
• Host of other changes
• The European Directives will be covered in some
  detail by later speakers

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New EU Consolidated Directive

• The Directive has been incorporated into UK law
• under the following regulations
• The Public Contracts Regulations 2006
• for England Wales and N Ireland
• The Public Contracts (Scotland) Regulations 2006
• If you are exporting to Europe you need to be
  aware
• that each nation may have a slightly different
  version dependent on national law

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The Sustainable Procurement Agenda

• The sustainable procurement task force report
• Will be covered as a separate item but it is
  important that you understand how this fits into
  Local Government Task policy
• It is designed to help the Business Community as
  much as the environment
• It is a hot topic and will get hotter

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Look Out For

• White Paper on Local government Reorganisation
• Comprehensive spending review (CSR2007)
• Shared Services
• PAG (Procurement Action groups
• Treasury Review of procurement costs

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What does it all mean for you

• New Market Opportunities and Access
• Partnering Opportunities
• Greater Transparency
• Better Contract relationships
• E commerce benefits
• Requirement for Continuous improvement
• Better Information provision and access
• Sustainability of Business

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What does it all mean for you

• Improved professional relationships
• Opportunity to be innovative
• Improved transactional interface
• Share of some efficiency gains
• Greater scrutiny by and involvement of elected
  members
• A need to keep abreast of changes
• Lower business Rates !!!

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What does it all mean for you

• Today is an opportunity to get a better
  understanding of local government and its
  business culture and an opportunity to increase
  your competitiveness

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Getting Selected as a Supplier

• Liz Welton
• Corporate Procurement Manager
• Solihull Metropolitan Borough Council

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Agenda

• Why deal with Councils
• What to do
• EU regulations
• What not to do
• Buyer/seller relationships

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Why deal with Councils?

• Large spenders SMBC spends 153million on goods
  services and works in 2005/2006
• Good payers BVPI Number of undisputed invoices
  paid in 30 days
• Massive range of opportunities
• Economic Development and Regeneration
• Partnership working
• Will not go bust!

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Added benefits of working successfully with
Councils

• Dont operate in isolation formal and informal
  networks
• Regional Centres of Excellence
• Benchmarking
• References or reference sites
• Opportunity to engage in corporate Social
  Responsibility activities

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What to do? making the first contact

• Council website forthcoming opportunities
• Supply2.gov.uk
• Accreditation service
• OJEU notices
• Goods and services over 144,371
• Works over 3,611,319
• Exhibit at the SOPO annual conference

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What to do? submitting bids

• Read the documents carefully ask for
  clarification
• Answer all the questions
• Provide copies of documents that may have been
  asked for
• Use the templates provided to submit prices
• Dont be afraid to suggest alternatives or
  innovation
• Be clear and succinct
• Good but not excessive presentation
• Take every opportunity to engage with the
  Authority
• Field the right people
• Comply with the tender submission requirements
• 1st impressions are lasting impressions

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What to do? EU regulations

• Understand timescales that the authority has to
  work to
• Understand that all suppliers/contractors have to
  be treated equally
• Expect to receive clarification requests and
  respond appropriately
• If youre not clear what is required of you then
  ask
• Understand Alcatel
• Big is beautiful but small can be simply superb!

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What to do? Contract Award

• Be patient when youve done lots of hard work and
  incurred bidding costs because you have to wait
  for a Cabinet report to be written and approved
  in Solihull over 250k
• As for a debrief if youve been unsuccessful
• Work with the Councils operational team to
  implement the contract successfully

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What not to do

• Cold calls or emails
• Refuse to participate in e-procurement
• Ignore corporate procurement and use soft entry
  points
• Slag off competitors
• Use pressure selling techniques on schools
• Ignore opportunities to work with larger
  contractors on a sub contract basis
• Forget that you are seen as the Council when
  delivering services on our behalf
• Be adversarial

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Buyer/seller relationships

• Partnership working
• Co location
• Open book
• Shared problem solving
• Open honest and trustworthy
• Relationship depends on the market youre
  operating in
• Buyers have targets to meet too!

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Conclusions

• Councils are good to deal with
• Work hard at relationships
• Learn how to play the system
• Every Council is different
• Be patient were not perfect
• We cant deliver services to citizens without
  you!

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Mike PhillipsManaging Director,West Mercia
Supplies
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Sustainability and Corporate Social
Responsibility
Janet Chapman County Environmental Procurement
Officer
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A Local Authority Perspective
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What does Sustainability mean to us?
Meeting the needs of the people of Warwickshire
without compromising the ability of future
generations to meet theirs
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Corporate Social ResponsibilityConsidering
the social, economic and environmental impact of
the goods, works and services we buy
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Primary focus is the environment

• National Procurement Strategy
• Sustainable Procurement Task Force
• Carbon Reduction Targets
• Landfill Reduction Targets

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Whats happening in Warwickshire

• Environmental Procurement Policy launched 2005
• Environmental Procurement Strategy launched 2005

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Environmental Procurement Strategy

• What were trying to achieve
• Higher Content of recyclable and recycled
  materials
• Less packaging, made from sustainable materials,
  supplier take-back
• Lower transport impact

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Environmental Procurement Strategy

• Energy efficiency
• Lower carbon emissions
• Less waste
• Least hazardous materials

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Environmental Procurement Strategy

• Risk Assessment prior to tendering
• Tenders incorporate Suppliers Environmental
  Questionnaire
• Invite environmentally friendly variants
• Contract award - weighting criteria for
  environmental factors

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Suppliers Environmental Status

• Compliance with relevant legislation
• Environmental policy - how its implemented,
  audited and communicated to staff and suppliers
• Environmental Management System
• Carbon Neutral Status

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Working with Suppliers

• Information available on web www.warwickshire.gov.
  uk/procurement
• Supplier forum?

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Working with Suppliers

• To improve their environmental performance and
  that of their supply chain
• Dedicated Business Environment Officer
• Seminars
• On Sustainable Construction
• For small and medium sized enterprises a range
  of topics

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Any Questions?
Janet Chapman procurement_at_warwickshire.gov.uk
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Ken May Director
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What are Consortia?
Key Points

• All are different

• Supplier ? Stores ? Customer (Stocked Items)
• Supplier ? Customer (Supply Contracts)
• Combination of the above

• Over 70 of Local Authorities in England use or
  have formed consortia

• Not all consortia act on behalf of/sell to
  schools
• Joint Committee
• Federation

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Legal Framework Key Legislation

• 1970 Local Authorities (Goods Services) Act

• Established Consortia in law

• Defined who could be supplied by consortia all
  public sector

• 1988 Education Reform Act

• Devolved control of budgets to schools

• Huge opportunity for private sector and
  consortia. Consortia one-stop-shop approach
  proved attractive to schools

• New Labour Government Enhancement of Powers

• 2000 Well being introduced (although no
  general trading powers under this)

• 2004 Power to Trade Act

• Local authorities permitted to support
  incidental activities to statutory powers

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Consortia the myths

• They are heavily subsidised by their parent
  Authorities

• They are required to work on a break even basis,
  thus there is no need to generate surpluses ?

• They are not charged full business rates and
  claim rates exemptions

• Staff are seconded from parent Authorities at no
  or minimum cost

• Support functions are provided at no extra charge

• Any losses are written off by the owners

• Main customer groups are mandated to use the
  consortium services ?

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NEPOYPOWMSESPO

• All Operate a Central Store ?

• All Are Joint Committees ?

• All Supply Educational Equipment ?

• All Have Similar Procurement Portfolios x

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CBC BCCLCSGKBCLAPP

• Do Not Operate a Central Store

• Are Not Joint Committees

( Hertfordshire, Kent and Hampshire)
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Local Authority Purchasing Consortia
CBCBCCLCSGKBCLAPP
NEPOYPOWMSESPO
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Consortia the benefits

• Single point of contact

• Can market product/service (eg ESPO 20,000
  delivery points)

• Deliveries to consumer (subject to contract type)

• Single delivery drop

• Volume (procurement leverage)

• Stores provide buffer stock

• Reservoir of expertise to use for local and
  national procurement (e.g. partnering facility)

• Perception of schools

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ESPOs Annual Turnover 2005/06
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ESPO/CBCCross Consortia Collaboration
Plastic Refuse Sacks CBC LeadWater
Coolers ESPO Lead (RA)Wheeled Bins ESPO
Lead (RA)Computer Consumables ESPO Lead
(RA)Outdoor Furniture ESPO LeadCleaning
Materials CBC Lead
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Recent Developments
Formation of Pro5
NEPOYPOESPOWMSCBC
Initial Collaboration Postal Services
Telephony Self Drive Vehicle Hire Micro
Technology (Environmental Sustainability)
Energy
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Thank you
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e- Procurement

• Gerard McCormack
• Head of Corporate Procurement
• Staffordshire County Council

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e PROCUREMENT

THREAT OR OPPORTUNITY ?
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Whats Driving Local Authorities To E action?

• E government targets
• National procurement strategy
• Efficiency review
• European directives
• Future demands from communitiy

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Whats Driving The Business Sector ?

• Department of trade industry
• Business federations/organisations
• Greater efficiency needed to compete
• The competition in wider markets
• Customer demand

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But what drives business people?

• 
  
• Value

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How to save time and money without really trying

• Use the Web
• Buyers
• source electronically
• tender electronically
• publish contracts, values, renewal dates, trading
  requirements, pre-qualification process, terms
  conditions etc.
• Sellers
• Have easier access to better prospects than ever
  before
• Understand the potential client
• Pick those who want what you sell
• Eliminate Wasted Effort
• Saves money for Buyer and Seller

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7 Wastes

• Cut Waste Save Money Both Parties
• Over-production
• Trans-portation
• Motion
• Waiting
• Processing
• Inventory
• Defects

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6 e-Solutions
E-INTELLIGENCE
ePayments PCards eInvoicing
eInformation Spend Analysis BusCase
eSourcing eTenders eAuctions
eContent Catalogues Contracts
eTransactions ERP Marketplaces
P2P
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Waste 1

• Over-production - Producing more than the
  customer needs
• e.g. Printing Catalogues
• consumes storage space
• adds to disposal burden and landfill
• doesn't have a sophisticated search facility
• not interactive
• inconvenient
• Frequently - customer doesnt want them

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Solution Website and e-catalogues

• Space free
• Green does not go desk to bin
• interactive
• convenient
• quick solution for a busy buyer
• ATTRACTIVE

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Waste 2

• Trans-portation - Movement that does not add
  value
• Raise a requisition
• Phone it through
• Raise an official order
• Get the goods twice
• Raise an invoice
• Raise a credit
• Chase the paper remittance advice because its
  still stuck in the mail.

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Solution - E Tendering Contracts Management

• Paperless transactions
• Electronic adverts
• Electronic PQQ
• Electronic RFQ / tendering
• Bid communication
• Contract award
• Performance management

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E-transacting Free Money

• April 2006
• Post-free paperwork saves 4,000 A scheme
  allowing businesses to have council remittance
  slips sent via e-mail or fax instead of through
  the post has saved 4,000 in stamps. Some 900
  firms have opted to go with Staffordshire
  Council's system, which gives firms their
  paperwork more quickly and with greater ease.
• It now means about 40 of firms are being sent
  paperwork this way, and more companies are
  expected to join up. The 10,000th new-style slip
  has just been sent to a Burton-upon-Trent firm.

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E-transacting

• Staffordshire County Council
• 120,000 SAP orders per annum
• 170,000 Remittance advices per annum
• 290,000 second class stamps
• 66,700

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Waste 3

• Motion Unnecessary movement that does not add
  value
• Press Print and produce the document
• Then the work BEGINS
• Stuff the envelope
• Address the envelope
• Stamp it
• Post out Post in

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E - Transactions Purchasing Cards

• Local government has a significant volume of
  lower value transactions
• Often have the same process / controls regardless
  of value
• 80 of transactions often account for less than
  20 of spend
• P cards are an efficient way of handling these
  transactions
• Saving ofup to 30 per transaction
• Key line item detail encouraging more local
  authorities to use them
• Easy option to access the e world
• Used for all sorts of purchasing - goods and
  services
• Reduces back office activity
• Quicker payment /reduces bad debts

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Waste 5

• Processing - Effort that adds no value from the
  customers viewpoint
• Cold call
• What do you buy?
• How do you buy?
• When do you want it?
• OH Dearjust missed it
• Cheque payments
• If I can make BACS payments for my gas bill.

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SolutionWeb Portals /Buyer Profiles

• How to do business with the council
• Tender opportunities
• Existing contracts
• Re-tender programmes
• Capital programmes
• Sub-contract opportunities
• Procurement strategies policies
• Core values
• FoIA

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Waste 6

• Inventory - More stock or resources than the
  customer needs
• How expensive is it not understanding your
  customers demand pattern?
• If you dont gather intelligence on your
  customers how can you resource for their needs
  your sales
• How expensive is it to gather intelligence on
  your customers?
• How do you do it without alienating them with the
  same questions everyone else is asking?

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Solution e-Research

• Look at their Website
• Selling to the Council site
• Required by NPS
• Driven by FoIA
• Cabinet and Council Papers
• Directors reports
• Long term strategies

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Waste 7

• Defects - Work that contains errors, rework,
  mistakes or lacks something necessary
• How many times can you copy the same information
  without error?
• How often do manual systems generate errors?
• What's the reputational cost of frequent
  duplicate invoices?

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e-Information Opportunity

• Management information
• Sales analysis
• Customer analysis
• Spend analysis
• Supplier analysis
• Business case scenarios
• Contract management

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Council Websites

• Local government operates in many different
  markets you need to understand
• How your market works in terms of the local
  government sector
• How and which aspect of e procurement technology
  will apply to that particular sector and how it
  will make a difference
• Only by knowing and understanding this will you
  be able to maximise your market share

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Next steps

• As suppliers you need to review your skill needs
  if you are to maximise the benefits of
  participating in e procurement systems
• You should accept that the responsibility to
  realise the full benefit from e procurement lies
  as much with the supplier community as it does
  with the buyer
• Why?
• Because this really is WIN WIN
• This really is about Mutual benefit
• Because as Buyers we will look for efficient
  suppliers that make us more efficient.

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Supplier Skills

• Skills will need to be developed in
• Ability to manage transactional processes
  electronically
• Selling in an electronic marketplace
• Utilising supplier portals
• Use of new management information
• Reverse auctioning
• E tendering
• E-Research
• Web Marketing

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SolutionWeb Portals /Buyer Profiles

• How to do business with the council
• Tender opportunities
• Existing contracts
• Re-tender programmes
• Capital programmes
• Sub-contract opportunities
• Procurement strategies policies
• Core values
• FoIA

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Waste 6

• Inventory - More stock or resources than the
  customer needs
• How expensive is it not understanding your
  customers demand pattern?
• If you dont gather intelligence on your
  customers how can you resource for their needs
  your sales
• How expensive is it to gather intelligence on
  your customers?
• How do you do it without alienating them with the
  same questions everyone else is asking?

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Solution e-Research

• Look at their Website
• Selling to the Council site
• Required by NPS
• Driven by FoIA
• Cabinet and Council Papers
• Directors reports
• Long term strategies

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Waste 7

• Defects - Work that contains errors, rework,
  mistakes or lacks something necessary
• How many times can you copy the same information
  without error?
• How often do manual systems generate errors?
• What's the reputational cost of frequent
  duplicate invoices?

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e-Information Opportunity

• Management information
• Sales analysis
• Customer analysis
• Spend analysis
• Supplier analysis
• Business case scenarios
• Contract management

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Council Websites

• Local government operates in many different
  markets you need to understand
• How your market works in terms of the local
  government sector
• How and which aspect of e procurement technology
  will apply to that particular sector and how it
  will make a difference
• Only by knowing and understanding this will you
  be able to maximise your market share

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Next steps

• As suppliers you need to review your skill needs
  if you are to maximise the benefits of
  participating in e procurement systems
• You should accept that the responsibility to
  realise the full benefit from e procurement lies
  as much with the supplier community as it does
  with the buyer
• Why?
• Because this really is WIN WIN
• This really is about Mutual benefit
• Because as Buyers we will look for efficient
  suppliers that make us more efficient.

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Supplier Skills

• Skills will need to be developed in
• Ability to manage transactional processes
  electronically
• Selling in an electronic marketplace
• Utilising supplier portals
• Use of new management information
• Reverse auctioning
• E tendering
• E-Research
• Web Marketing

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E Procurement - The threat

• Materialises if you dont
• Take it seriously and understand it
• Plan for a future with e procurement
• Understand what your customers are doing and why
• Recognise the market opportunities
• Make the investment in the right software and
  systems
• And
• from those who do

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E Procurement

• THE OPPORTUNITY TO
• Sell more
• Improve efficiency
• Speed up processes
• Reduce selling costs
• Improve knowledge of your key markets
• Market penetration
• Higher quality marginal business

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Helpful websites

• NEPP www.nepp.org.uk
• IDEA www.idea.gov.uk
• DTI www.dti.gov.uk
• OGC
  
• SOPO www.sopo.org

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Questions?
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Opening UpNew Business Opportunities Speaker to
be confirmed
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How to Win Tenders
Peter Howarth PASS Consultant
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• Local Authorities (England/Wales)
• Local Authorities (England/Wales) spend
  approximately 25 billion per annum on bought-in
  goods and services.
• The number of Local Authority purchases per annum
  is between 35,000,000 and 38,000,000

116

• Local Authorities (England/Wales)
• Number of Local Authority suppliers 800,000
  Source IDeA 2003
• There are only 6,000 large businesses in the UK.
• Therefore the vast majority of suppliers to Local
  Government are SMEs

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• EU Definition of SMEs
• Medium-sized up to 250 employees - up to 50
  million
• Small - up to 50 employees - up to 10 million
• New EU Definition
• Micro up to 10 employees - up to 2 million

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• Europe Helping SMEs access Government Contracts

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UK Preferred Procurement Process
Award notices issued for less than 70 of
published contract notices (Figures 2002)
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• Contracts below the thresholds of the Directives
  are subject to the EU Treaty.
• The European Court of Justice has confirmed in
  recent cases that contracting authorities must
  ensure a degree of advertising sufficient to
  ensure compliance with Treatys requirements for
  non discrimination, equal treatment and
  transparency.

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• Contract Advertising
• This advertising should be of an adequate degree
  in order to enable different business to compete
  so that the contract could be awarded to the
  tenderer submitting the best value for money bid,
  this guaranteeing that public money is well
  spent.
• The precise scope and form of the advertising
  required depends on the nature of the services in
  question and the extent to which the contract is
  of interest to purely regional, national or
  EU-wide potential providers of the service.

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• What is important to Public Procurement Officers?
• Legal Compliance
• Delivering Government Objectives/Initiatives
• Advancing Environmental Issues
• Advancing Social Issues
• Satisfying Taxpayers Needs
• Finding Good Suppliers
• Transparency, Probity and Business Ethics
• Risk Management

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• Most commonly requested information when
  tendering
• Health Safety Policy
• Environmental/Sustainability Policy
• Equal Opportunities Policy
• Insurance
• 2 Years Financial Accounts
• Principal Personnel CVs
• Staff Turnover Statistcs
• Past Experience
• Quality Assurance
• Investors In People

124

• Local Government Competition Policy
• All Councils to review what they seek to
  achieve
• What they are achieving
• How well they are doing
• Whether they are getting Best Value for money
  Using all resources economically and
  efficiently
• Duty to achieve Best Value in providing
  services
• Cost WILL count

125

• Local Government Competition Policy
• Councils expected to compare their performances
  against others providing similar services
  whether public or private sector
• Competition is a vital aspect
• Quality will count
• There is no future in the old model of councils
  trying to plan and run most services. It does
  not provide the services people want and cannot
  do so in todays world.
• (In Touch with the People - UK Government)

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• Tips When Tendering
• Know that public sector is a regulated market
• Learn the rules, before you start playing the
  game
• Apply the rules dont look for ways to skirt
  them
• Ensure you have access to the OJEU notices
• Know what codes are relevant to your company
• Regularly check procurement web sites
• Remember who you are targeting

127

• Tips When Tendering
• Ask about the marking and weighting of
  questionnaire answers
• If weighting is not revealed, ask about order of
  priority
• Quantify your questionnaire answers as far as
  possible
• Remember short-listing is about disqualifying
  applicants
• Ask about disqualifying criteria
• Especially turnover
• Be sure to provide all submissions and answer all
  questions

128

• Tips When Tendering
• First thing to do Read the instructions
• Second thing Read them again
• Third Get someone else to read them
• Finally Before returning tenders, read
  instructions one more time and make sure you have
  complied with them

129

• Tips When Tendering
• If briefings are offered attend if at all
  possible
• Ask questions preferably in open forum not in
  private
• Ask about tender assessment and for any
  weightings or order of priority
• Verify acceptability of variations
• Ask about budget

130

• Tips When Tendering
• Note the ITT order of questions, do not shuffle
  the answers
• Do not do the most important work close to the
  deadline
• Do not be late in delivering the tender
• If asked for hard-copies, send the number asked
  for
• Stay focused on client requirement not what the
  company can deliver
• Keep bumpf separate from the requested material
• Do not hold anything relevant back

131

• Tips When Tendering
• Bring key personnel not sales team or window
  dressing
• Team should know the tender each other
• Include specialists if pre-presentation questions
  suggest it
• If using presentation tools know how to operate
  them
• Arrive on time but expect to run late
• Stick strictly to the given timetable
• Dont argue with the presentation board
  chairperson
• Dont interrupt own team members
• Dont make rash promises

132

• Tips When Tendering
• Always ask for a debrief, whether you win or lose
• Note when procurement will be due for re-tender
• Note all information that will help you prepare
  next time use FOI if you have to

133

• When tendering, ensure tenders address
• Promotion of SMEs
• Whole life costing
• Environmental/Sustainability Issues
• Local benefits and economic dividends
• Collaborative working relationships
• Innovation
• Risk
• Your expertise
• Project management
• Risk management
• e-Government
• Communication channels

134

• Final Pointers
• Target the market you can supply and wants you
• Dont use a shotgun approach it only reduces
  your chances of success
• Doing a bad job is worse than losing
• Bad news travels quickly in the Public Sector
• Show off your medals ISO/IIP/Satisfaction
  Certificates
• Identify problems early and discuss - No
  Surprises
• Audit relations throughout the contract

135

• Final Pointers
• ASK if in any doubt
• Confirm ALL correspondence in writing
• Always seek a Debrief
• Be positive and professional
• Identify and meet risk head-on and up front
• Always show how why your tender provides good
  VfM
• Add Value throughout the course of the contract
• Make Money Dont buy business

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Thank youfor attending
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