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Love My Tender Workshop 1

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Title: Making Sense of Tendering Author: Maria Last modified by: Administrator Created Date: 2/14/2009 2:03:45 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Love My Tender Workshop 1


1
Love My Tender Workshop 1
  • IC Value Ltd

2
What is procurement ?
  • The process of acquisition of goods, services and
    works
  • From polish and paper towels through to care
    services and buildings
  • Plus
  • The exploiting of your hidden Assets to win the
    business

3
Why is it complicated
  • Public Sector spend billions of public funds
    (Your Taxes)
  • Subject to audit
  • Subject to EU and UK legislation
  • Accountable to government and the electorate
  • Many services are sensitive or high profile
    particularly those which the third sector are
    involved in.

4
The Changing Climate
Political Scottish Government review Diversification of supply chains Equality of participation Sustainability Olympics/Commonwealth Games European legislation Economic Changes in funding Contract bundling rationalisation More sophisticated understanding of value Requirement for cost savings Commercial organisations have vested interest in social outcomes Concept of qualitative cost
Social Corporate social responsibility Global vs. local Polarisation of enlightenment vs. prejudice Social cohesion engagement Ageing population Technological Efficiency of response mgt E-tendering E-auctions Electronic market places E-payment Real time information
5
Regulatory Frameworks
6
Purchasing Process
  • Formality of the process increases in line with
    value and risk.
  • Scottish Enterprise Example
  • 1,000 - 20,000 - Obtain 3 written quotes
  • Over 10,000 - Normally a competitive tendering
    exercise, consider a minimum of 3 suppliers and
    evaluate in terms of value for money and quality.
  • Over 140K EU Directives apply.

7
True or False?
  • Contracts are only awarded to large companies
  • Huge spend on offer.
  • Difficult to find opportunities.
  • Greater opportunity for longer term contracts
  • Processes involved in bidding are complex and
    costly.
  • Procurement teams dont understand SMEs and
    social enterprises.
  • Difficult to win contracts when bidding
    collaboratively.
  • Generally good payers proper arrangements.

8
About the Public Sector
  • Value for Money (VfM)
  • The optimum combination of whole-life cost and
    quality (or fitness for purpose) to meet users
    requirements. This is rarely synonymous with
    price
  • Embraces the concept of the price-quality
    relationship.

9
Accessing Opportunities
  • Low Value
  • Below 50k
  • Local purchasing rules apply
  • Formability of process increases with contract
    value.
  • High Value
  • Above 100k
  • EU procurement rules may apply
  • Formal tendering procedures
  • Framework agreements

10
Accessing Opportunities
  • Myriad of websites and portals (in Scotland PCS)
  • High value contracts easy to find (harder to win)
  • Lower value opportunities harder to find (easiest
    to win).
  • Less transparency in the commercial sector.

11
But it boils down to this
  • Everyone should get to know what contracts are
    available
  • Everyone should be assessed on an objective and
    fair basis as to their capability
  • Predictable procedures should be followed
    allowing equal treatment
  • Minimum timescales should be respected to allow
    bidders time to prepare
  • Criteria should be set in advance and publicised
  • Bidders should have an opportunity to ensure
    their rights are respected

12
Love My Tender
  • Love My Tender is a programme delivered for the
    Supplier Development Programme.
  • It helps Organisations become Tender Ready.
  • So far the programme has been delivered to 350
    companies in Scotland and many of them are
    winning tenders.

13
What is Love My Tender
  • A set of 3 interactive workshops designed to
  • Enable you to identify and package your hidden
    assets including branding, reputation and track
    record.
  • Helps you to understand the public sector
    marketplaces.
  • Helps you to simplify your product or service
    description to meet the public sector customer
    requirement by selling the uniqueness of your
    offering.
  • To help you become experts in managing both your
    packages of hidden assets and other business
    assets to win the tenders

14
Where will you find your Hidden Assets (Exercise
1)
  • People
  • Operating Procedures
  • Systems
  • Policies
  • Values
  • Customers
  • Suppliers
  • Networks
  • Image
  • Structure
  • Intellectual Property

15
What will you do with them when you find them
  • Use them to sell your business to others
  • Package them to answer a question in a PQQ or an
    ITT
  • Use them to break down the barriers that prevent
    you from winning tenders
  • Use them to give your organisation a unique
    offering that meets your customers needs
  • Build your brand with customers and suppliers

16
Why are SMEs and Third sectors Hidden Assets
Important to the Public Sector
  • They add value to public sector delivery by
    using
  • Specialist knowledge, experience and/or skills.
  • Local knowledge and delivery that can be greener,
    give local employment, be more tailored and lower
    cost because of lower overheads and meet the
    customers targets.
  • Particular ways of involving people in service
    delivery whether as users or self-help/autonomous
    groups.
  • Independence from existing and past
    structures/models of service and so can try to
    deliver services in new and innovative ways.
  • Can provide a risk sharing approach for the
    public sector.
  • Access to the wider community without
    institutional baggage.
  • Freedom and flexibility from institutional
    pressures

17
Yes ... Small can be Beautiful
  • SMEs and Voluntary Sector can be highly
    advantageous to effective service delivery
  • They can respond swiftly to market changes
  • They can bring genuine local knowledge to their
    service
  • They can help invigorate local economies and
    provide local employment
  • They can provide quality provision

18
... but only if ...
  • Procurers understand Suppliers
  • Procedures are not unduly arduous
  • Collaborative working is genuinely supported
  • Aggregation of contracts is not used
    unnecessarily
  • Quality is appropriately balanced with price
  • and the entry of SMEs and Voluntary Sector
    organisations is really welcome.

19
What will be different after using your hidden
assets to win new business
  • You will be confident that the following have
    been packaged and
  • sold to your customer
  • Organisation Capacity and Capability
  • Product/Service Development
  • Staff Skills Assessment
  • Evidence Check List
  • Unique Selling Points
  • Where to find the Opportunity
  • Marketing Your Organisation
  • Delivering the contract

20
Tiered Supply Chains
  • Where do you fit into the supply chain?

21
Collaborative Bidding
  • Options
  • Subcontractor
  • Joint Bidding
  • Delivery Partner
  • Consortium
  • Pros and Cons to each approach
  • Brand Identity
  • Cost
  • Reliability
  • Sharing sensitive information
  • Risk

22
Tender Process Overview
23
Tender Procedures
  • Most Common
  • Open - Everyone who responds submits a full
    priced tender
  • Restricted - The contracting authority use a
    pre-selection process and invites a limited
    number of respondents to tender

24
Two Stage Tender
Contract Notice
Expression of Interest
Pre-Qualifying Stage
PQQ Evaluation
Invitations to Tender issued
Prepare Tender Submit
Tender Evaluation
Contract Award
24
25
Understanding Pre-qualification
  • The contracting authority use a pre-selection
    process and invites a limited number of
    respondents to tender.
  • Are you a safe and appropriate choice?
  • Evaluation - 3 key areas
  • Business Probity
  • Financial Standing
  • Technical Ability
  • Mix of pass / fail and qualitative criteria.

26
Understanding Pre-qualification
  • Key Policies
  • Equality Diversity
  • Health Safety
  • Environment Sustainability
  • Quality
  • Sustainability and Social Responsibility Issues
    high on the corporate and public sector agendas.

27
The Invitation to Tender
  • A Pack of Documents
  • A letter of invitation to tender
  • Instructions to Tenderers
  • Standard Conditions of Contract
  • Specification
  • Pricing Schedule
  • Form of Tender
  • Any other relevant document
  • Tender envelope, label

28
Why do You need to Think about Getting Ready For
Procurement
  • Because you want to increase your chances of
    winning contracts you are bidding for
  • Improve the structure of your bid
  • Receive constructive feedback that will make the
    difference between winning and loosing a bid!

29
Writing the Bid
  • The Basics
  • What / How / Who/ When / How Much?
  • Add Value
  • Demonstrate a clear understanding of the
    specification
  • Adds value and brings innovation to the
    specification
  • Explains why choose us?

30
How Tenders Are Evaluated
  • Published evaluation criteria
  • Best Price
  • Most Economically Advantageous Tender (MEAT)
  • Usually evaluated by a panel
  • Scoring matrix used to objectify subjective
    opinions
  • Scores are weighted
  • Tendering rigorously controlled and audited

31
Tender Presentations
  • Often follows a prescribed format
  • Little opportunity to engage
  • No positive feedback
  • Some simple tips
  • Arrive in good time
  • Practice using media and equipment
  • Do not use jargon or technical terms
  • Be pleasant, professional, friendly
  • Prepare very thoroughly
  • Summarise in the last slide

32
Asking for Feedback
  • Explain why you need the feedback
  • Ask at the right time
  • Give them a chance to prepare a helpful answer
  • Be specific in what you want to learn
  • Dont forget to ask in successful bids too!

33
Action Planning
Action Completed
Develop a list of target organisations ?
Find out about Approved Supplier Lists for my product or service with my target organisations ?
Register on Public Contracts Scotland ?
Find out about Meet the Buyer Events ?
Develop / Revise Key Policies ?
Attend further Training? ?
34
PQQ Homework
  • You will be tendering for an opportunity to join
    the Fife Council Framework for one of 3 things
  • Delivering Care of the Elderly activities to 1000
    elderly people a year
  • Providing Repair and Maintenance across all
    trades to Fife Council for all Council Properties
  • Providing all types of consultancy, marketing and
    PR to all council Departments
  • If this is not applicable you can either provide
    your own scenario or send us a previous PQQ for
    feedback
  • fill in the PQQ fully.
  • focus on pulling together info to complete the
    PQQ and storing it centrally
  • undertake a credit check on you company
  • Return it to laura.fitzpatrick_at_ic-value.com
  • By Monday 3rd October at 5pm please

35
ACT NOW!
36
Love Me Tender Workbook
37
Organisation Capacity Assessment
Question Response
Legal structure if any, including holding or parent company?      
Registered charity. If Yes primary purpose?   
Total number of employees?
Permanent, short term, training.
Business plan in place, last updated?  
Business Policies in Place, environmental, Equal ops. HS last updated
Annual turnover figures for last 3 years indicate whether audited or un-audited. Credit Rating?
Number of tenders applied for in past 12 months? Number successful?    
  Do you currently have a history of growth and are you currently self-sustaining?      
38
Organisation Capacity Assessment Current Key
Contracts
Key contracts delivered over the last 2 years that represent your organisations capacity and expertise. Project 1 Council Change Management Contract Project 2 Consultancy Project with SMEs Project 3 Contract With Local schools Project 4 Project 5 Project 6
Size of contract 200,000 90,000 15,000
Duration 3 years 2 years 1 year
Number of people engaged 4 30 3
Number trained 1 15 2
Main contractor or sub-contractor? main main Sub contractor
Percentage of total contracts
Public, Private, Social Economy contract? public public public
Full cost recovery or return on investment? no Return on Investment Return on Investment
Margin ? 20
39
Organisational Capacity Assessment the future
40
Product Service Development
Question Responds
Do you know who your prospective customers are?      
What does your prospective customer want?      
Have you spoken to the people responsible for making decisions before any tenders have been put out?      
What is your saleable product or service?      
Can your service be packaged to help the customer understand what it is? What is your capacity to deliver that product or service? I.e. do you know your limits?      
Can you tailor your product to your customers requirements? I.e. fit into area based initiatives, regional strategy, local plan etc?      
What are your Unique Selling Points?      
What is your customer willing to pay? I.e. is there a known budget allocation or advertised tender value?      
41
Evidence Check list Policy statements complying
with legislation
No. Evidence of? Yes No
1 Equal Opportunities Policy/Statement and Record
2 Environmental Policy
3 Health and Safety Policy inclusion on CHAS database? (Contractors Health and Safety Assessment Scheme)
4 Details of Race Relations Act compliance
5 Employment Law legislation
6 Accident book records
42
Evidence Check List-Quality
No. Evidence of? Yes No
7 Membership of professional bodies
8 References from other similar public sector bodies
9 Any reports in last 5 years under RIDDOR?
10 Quality management system
11 CVs of directors and managers
12 Technical qualifications appropriate certificates
13 Quality control systems and certificates
43
Evidence Check list Financial and Strategic
No. Evidence of? Yes No
14 Current Business Plan and overall organisational strategy
15 Bank references
16 3 years accounts
17 3 years financial projections inc Income and Expenditure, Profit and Loss, and Balance Sheet
18 Breakdown of costs
19 Companys Annual Report
20 Insurance public liability
21 Insurance employers liability
22 Insurance of any infrastructure equipment in tender
44
Evidence Check list - Other
No. Evidence of? Yes No
23 Risk Assessment protocol
24 Risk Management System
25 DUNS number. (if using NHS-sid)
26 Evidence of Company Legal Entity
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