Bids, Tenders and Proposals: Winning Business Through Best by Harold Lewis

By Harold Lewis

Idea writing professional Harold Lewis bargains scads of worthy assistance and step by step courses for winning bidding. the writer is helping readers evaluation bidding possibilities, explains what to do (and no longer do) in making a bid, and discusses the right way to make a compelling presentation. whereas the e-book does supply a few version types, it's not a booklet of pattern bids and displays for these desirous to plug and play. in its place, it makes a speciality of instructing you to make uniquely compelling proposals and bids. so that it will create and maintain a successful approach for making bids, getAbstract recommends this sensible advisor to you.

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Extra info for Bids, Tenders and Proposals: Winning Business Through Best Practice (Bids, Tenders & Proposals: Winning Business Through Best)

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Depending on the procurement context and the approach taken by the client, the notice or invitation may also include information on other matters, such as: the contracting procedures under which the proposed contract is to be awarded; rules governing the eligibility of tenderers, consortium bids and use of subcontractors; requirements for tenderers to provide a bid bond, performance bond or both; whether a tendering certificate declaring that the tenderer has not colluded with any other bidder has to be completed; whether bidders are required or expected to have quality accreditation - for example to ISO 9000 series or comparable quality management standards; required period of validity of tenders; specific requirements that have to be met if the bid is to be accepted as compliant; admissibility of variant or qualified solutions; whether there is any provision to modify the tender before the formal submission date; a contact in the client organization to whom bidders can refer for factual information; whether bidders are forbidden to have any contact with the client, other than in writing or in the context of a formal clarification meeting, before submitting their tender; arrangements for briefing meetings or visits to project locations; the required format of the tender - for example, a set of forms and cost schedules that bidders have to complete; whether there is a limit on the page length of the bid, eg 'no more than 25 A4 sides'; whether price information has to be submitted in a separate financial bid (Chapter 20); the date, hour and place of the tender opening; the criteria to be applied in evaluating bids, including their weighting and the proportionality of quality and price criteria; names of other firms invited to tender.

On bids for work overseas, can you seek your government's support or endorsement for your bid? Are any of your competitors state-funded agencies rather than genuinely independent businesses? Are they able to offer the contract services as part of a programme of technical assistance? Do your competitors include firms that have a reputation for 'buying' contracts? In certain overseas markets, the procurement context is characterized by a nexus of interests in which contract decisions are made on the basis of financial links between politicians, administrators and developers, rather than on technical or value-for-money grounds.

Published or certified accounts for the last two/three years of trading, plus a copy of the latest management accounts or other evidence of financial status. In line with its policy of helping small firms to gain access to the public sector marketplace, the UK government advises authorities to request only two years of accounts and to accept other appropriate information if accounts are not available. In addition, contractors may be required to include statements declaring their intention to submit a bid if invited to do so (this is intended to reduce the incidence of abortive shortlists), and confirming that neither they nor any individual or organization associated in the prequalification request is liable to be faced with a conflict of interest if selected to undertake the contract.

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