The seven questions
| Question | Why it matters |
|---|---|
| Have we done this kind of work before? | Experience is usually a scored criterion |
| Do we have a job to show and a referee? | Evaluators look for proof, not claims |
| Can we meet every mandatory requirement? | One miss can exclude the response |
| Is our insurance at the level asked? | Insurance levels are common knock outs |
| Do we know the area? | Local knowledge and travel affect price and delivery |
| Is this work we want more of? | Winning the wrong work is its own risk |
| Have we tendered for this kind of buyer? | Each buyer type has its own rules and expectations |
Try the free go or no go check on our home page.
Warning signs
- A mandatory requirement you cannot meet in time
- A very short tender period with no time to ask questions
- Contract terms with unlimited liability or large liquidated damages
- A scope you would need to subcontract mostly to others
- Signs the work is already tailored to an incumbent supplier
Make the decision once, on paper
Write down the decision and the reasons, and who made it. If it is a go with gaps, list how you will cover each gap before you start writing. Your hours are the real cost of tendering; spend them where you can win.
A simple scoring sheet
| Answers | Decision |
|---|---|
| 7 yes | Strong go. Find the knock outs, then write. |
| 5 or 6 yes | Go, with a written plan for each gap. |
| 4 yes | Borderline. Bid only if it is strategic work. |
| 3 or fewer yes | Walk away, or partner with a business that covers the gaps. |
Count the real cost of bidding
Estimate the hours: reading, meetings, writing, pricing, review and lodging, for everyone involved. Multiply by what those hours are worth to the business. That is the cost of the bid, and it should feel small next to the margin on the work you could win.
Questions
How many tenders should a small business bid on?
As many as it can do well. Fewer, better targeted tenders usually beat many rushed ones.
Should we bid just to get on the buyer's radar?
Sometimes, but treat it as a decision with a cost. A weak response can leave a poor first impression.
Who should make the go or no go call?
The person who owns the work and the risk, usually the owner or a manager, using the same questions every time.
Should we bid if we can only meet most requirements?
Only if the gaps are not mandatory. A mandatory requirement you cannot meet is a no go unless the buyer clarifies it.