Presented By Scott Allan Smith Commercial Director Senior PASS Consultant

3. BiP & Moorhouse BiP and Planet Not always easyBiP & Moorhouse BiP and Planet Not always easy

4. BiP in the Public Sector Formed in 1984, 220 personnel at Pacific Quay Glasgow, 25 in London Public sector procurement information and services Clients across UK, Europe, Middle East and Africa

5. Our Expertise Business Intelligence Services e-Sourcing Procurement Consultancy Procurement Training Buyer and Supplier Engagement Capacity building for buyers and suppliers

6. BiP Projects Delivering procurement services across the UK, Europe, Africa and Middle East: Over 80,000 suppliers registered with our Tendermatch services 550 Awarding Authorities use our Delta e-Sourcing suite UK Ministry of Defence www.contracts.mod.uk Olympic Delivery Authority www.competefor.com National lower value opportunities portal www.supply2.gov.uk European Defence Agency � Pan European study European Commission � Montenegro & Kosovo World Bank � Ministry of Education ion in Kenya

7. Know The Rules Financial Threshold�s Timescales Procedure Types Open, Restricted, Negotiated, Competitive Dialogue Nature Works, Services, Supplies

8. Know The Rules

9. Building Relationships Understand Buyer�s Communication policy Tele-calls, face to face meetings, briefings Understand the problem and position your organisation as the solution Get to know the organisation(s) your are targeting Look at their Buyer Profile Are they members of a Procurement Consortium �People Buy from People��

10. Winning & Learning Experiences Use the experience gained to improve Ensure that you obtain a de-brief even if you win Find out where the winning bid was stronger Establish what your strengths were relative to the winner Consider sub-contracting opportunities if you don�t win

11. Partnering for Success Establish if you need a partner There is no magic formula for finding the correct partner Use your networks, just pick up the phone and ask Establish if there is a technical and commercial fit between your organisations Is there Chemistry � Can you work together Do you trust each other

12. Positioning Your Innovation What separates you from the other bidders In the bid you submit Ensure that you sell your innovation In the service or product you offer What long term legacy are you delivering In the commercial model / pricing structure Consider rebates and discounts, risk and reward In The KPIs you suggest Introduce additional KPIs

13. A Question of Risk Risk is defined as uncertainty of outcome, whether positive opportunity or negative threat. In the area of contract management, the term �management of risk� incorporates all the activities required to identify and control risks that may have an impact on a contract being fulfilled. Identify where the risk or perceived risk may lie in your bid Explain how you will eliminate or reduce

14. Make the Most of your information Examine and improve your processes and information Ensure you can access easily There tools available to help you achieve this Spend the quality time telling your story, not looking for the information

15. Tenderers� Common Mistakes Failure to understand the service and/or specification Non-compliance (e.g. with the specification, contract terms) Pad out bid with documents �to make it look good� Don�t show experience of similar work Tender doesn�t �hang together� (incoherent sections lumped together) � suggests your company could be similar! Don�t attend Tenderer briefing sessions Leaving things to the last minute/poor planning

16. Tenderers� Common Mistakes Not answering all of the �Questions� or addressing all of the issues Tender doesn�t identify and address risk Failing to align responses to the Award Criteria No Added Value provided Innovation not used to increase Value for Money Tender doesn�t show how and why it is the MEAT

17. Basic Tips Preparation: maintain a database of the basic information likely to be requested in ITTs Copy all documentation and store the originals safely � request an electronic version if not provided Deploy the tender team identified at EoI stage - include a member of each relevant department (never do it alone). Prepare a Bid Strategy � analyse your competition, prospect of winning, determine resource/opportunity cost implications. Determine if you can win � withdraw if you cannot.

18. Do not presume that the ITT is infallible Be compliant: Non-compliant responses will more than likely be rejected � Ask questions! Keep track of any ITT amendments (results of Clarification Questions) Monitor progress against a tender checklist Check commercial and contractual aspects � warranties, insurance, guarantees, performance indicators, service level agreements, social/employment issues etc Basic Tips

19. Basic Tips Check payment schedules � consider cash flow issues Ensure you have authority to bind your business to your Tender Ensure parent guarantees, if required, are secured in time Attend Authority�s Tender briefing sessions � Ask questions! Allow time for �Red Teaming� of the Tender Review your final proposal against your checklist to ensure all issues are addressed

20. Time to Win Identify opportunities Participate in tenders Register on contract information and supplier portals e.g. www.competefor.com, www.glasgow2014.com, www.supply2.gov.uk, www.contracts.mod.uk Make yourself known to awarding authorities through relevant and appropriate PR and case studies Use your experiences to learn and improve We have 4 workshops running 12:00 to 14:00 on bidding best practice. We hope to see you there