Feature PROVELIO


IN IT TO WIN IT T


THE PRINCIPLES OF EFFECTIVE BID MANAGEMENT


he costs of taking part and bidding in large nuclear procurement processes can be quite eye-watering, involvement in a typical NDA PBO competition process running into millions of pounds. Seen as a means of demonstrating value for money and potentially driving policy, the tender process has become more important and more competitive, particularly in the nuclear sector, which has of late attracted interest from organisations seeking to secure nuclear work. Equally important, the process can be used by big organisations like the NDA to drive strategic agenda, for example involving SMEs in the supply chain, and to bring about socio-economic change. It is important when bidding to demonstrate understanding of these drivers.


They [clients] want to work with teams that are proactive, enthusiastic and have a desire to add value, and share risk.


Organisations that understand sector procurement strategies as well as making the effort to treat bids, tenders and proposals as properly planned and resourced activities inevitably have a higher success rate.


The NDA’s procurement strategy objective, particularly in contracting, is relatively simple – “to secure and manage effective and efficient procurement contracts which are affordable, provide value for money and deliver the NDA’s mission through appropriate incentivisation”.


As bidders win work and deliver successful and profitable results, this builds firm foundations of experience, capability and commercial understanding, from which there is a greater likelihood of winning further work. Procurement rules aside, particularly public sector, the process for bidding is universal and all that varies is the size and complexity of the opportunity. Perhaps more so in the nuclear


46 NuclearCONNECT


sector than elsewhere, especially on larger contracts, there is a greater emphasis on security, health and safety, quality assurance, environmental impacts and programme and stakeholder management.


Clients undertaking the process of issuing tenders are seeking organisations that can help them achieve their goals. They want to work with teams that are proactive, enthusiastic and have a desire to add value, and share risk. The client must feel that the bidder is going to enhance the performance of the team and deliver strategic obligations, and that working with each other, whilst being collaborative and enjoyable, will also be capable of withstanding audit scrutiny.


It typically takes two years to develop a relationship with a potential client to the point of receiving the first opportunity to bid. In the current economic climate there is significant competition to supply to all clients, even ones that you have a current relationship with. The return on the investment of that marketing effort, which can be hugely expensive, is only realised once the bid has been accepted. It therefore makes good sense to take a few minutes to consider the guiding principles of effective bid management. These guiding principles apply equally for consultants,


NEGATIVE MINDSET


Bidding is a waste of time as the client has already made their mind up who they want for the job.


The client knows we are the best so why don't they just appoint us?


Clients always take lowest price despite the quality score.


We don't have time for this as we have actual work to do.


It is all the same answers as before. Just cut and paste our last bid.


Organisations that manage the bid process as a project always fair better at every phase of the process.


contractors and subcontractors and require extra attention in temporary organisations such as joint ventures and consortia, as ownership can often become blurred.


Principles of effective bid management


Positive mindset: Clients like to work with enthusiastic suppliers who are committed to the success of the project. If you start the process with a negative outlook, every phase of the process will leak value. Are you positive or negative towards bidding? (see table below)


Perform at every phase of the process


There are seven distinct phases and each one has significant influence as it exposes the organisation to the potential client. Ensure that every interaction with the client gives them a positive impression of your organisation (see wheel opposite).


POSITIVE MINDSET


Bidding is a necessary process for the client to select the most qualified and suitable supplier whilst providing best value for money.


Pitching for work against the opposition allows us to showcase why we are the best and we enjoy doing so.


The client may inadvertently accept a bid that lets them down but they may well come to us to help put things right or for future opportunities.


We recognise and accept the true cost and value of bidding.


We analyse our results from every bid, learn from the experience and constantly refresh and tailor our answers for every new client.


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