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www.consultingireland.org

NEED FOR CONSORTIA AND OPPORTUNITIES FOR EXPERTS

Cliff Anderson, Thomas Martin, Seamus McCannASTEC, Activis and ConsultingIreland

Strasbourg, France

November 2017


• THE CONSORTIUM– Why a Consortium – pourquoi un consortium

– How to find the ‘Right Partners’ – comment trouver le ‘bon partenaire’

– Roles and Lead Partner

– Bidding in a Consortium

• THE EXPERT– Working as a Consultant on Public Procurement/IFI

– Finding Opportunities – with the IFI or on Funded Projects

– Finding the Expert

– Building the CV

Agenda


(1) IFIs AND (2) EC28 NATIONAL/REGIONAL TENDERS

• PUBLIC PROCUREMENT OPPORTUNITIES

1. IFI projects (e.g. World Bank, EC, UN) - €1Trillion

• H2020 is less than 8% of EC Budgets

2. EC28 National and Regional Projects - €2.4Trillion

• ‘COMMERCIAL PROJECTS’

• IFI and EC28 NATIONAL PROJECTS – fully funded, priority sectors


– Background

• International activities since 1984 – Over 30 Years

• Former part of Irish State Telecoms - SME since 2001

• ASTEC ‘International Telecoms Cluster’ Denmark, Finland, Ireland, Portugal established 1995

• Providing Advice to Governments and IFIs e.g EU

• Secure Payments, Standards Procedures, Opportunities

• Consulting and Training Projects in 100+ countries – 80% for EU

• Pre-selected EC Framework Contractor (16 years) for ICT

• Established partnerships - networks

• Projects funded - EU, EIB, EBRD, World Bank, Islamic Dev. Bank, UN

- Developing Policy and Strategy, Feasibility Studies, IFI Tender Specifications

- Evaluation, Monitoring, Implementation, Bidders Advice


Typical assignments

Development of Government Policies and Strategies

Advice to Ministries, IFIs and tender Bidders

Drafting official tenders (e.g. for EC, WB, IsDB, etc.) –technical specifications for services and supply (‘Upstream information’)

Evaluation of EC tenders – services, supply, infrastructure and grants

Software implementation/software development e.g.– Border Security equipment specs., visa systems, banking …


Public Procurement - Cross Sector experience

• Legal/Regulatory – Georgia, Cyprus, Czech Rep., Ukraine• Finance – South Africa, Slovakia, Tanzania, Namibia• Education – Paraguay, Greenland, Caribbean, Belgium• Biodiversity/Energy – Macedonia, Lithuania, Jamaica• Banking – Estonia, Romania, Tajikistan • Security – Serbia, Turkey, Malawi, Croatia• Trade – Egypt, Guyana, Serbia, PR Lao, Netherlands• Agri./Rural – Bosnia, Romania• IT – China, Brazil, Belgium, Vietnam, Fiji, Kenya• Transport – Azerbaijan, Egypt• Water – Serbia, Malta• e-Government – Ethiopia, Belgium, Mongolia• Aviation – Kenya, Jordan• Broadcasting – Montenegro, Serbia, Croatia• Telecoms – Sierra Leone, UAE, Luxembourg, UK, Moldova


Framework Contracts and Consortia

Framework Contracts

• EC pre-selected firms for smaller projects in key sectors

• Not published on EC sites – ‘hidden tenders’

• New FWC commencing 2018

Consortia

• Consortium is key strategy for EC business

• Some Consortium are fixed other ‘ad hoc’

• FWC is a Consortium approach – with agreed rules and procedures


Modalities of Public Procurement

Technical assistance

Works Concessions

Goods


ConsultingIreland – Irish Business Associationwww.consultingireland.org

1. Focus on International Public Sector Markets – established in 2011

2. Tender Tracking System (profiled for individual company)

3. ‘Cluster’ Training programme (40+ companies incl. NI)

4. International Partnerships and Network – Regional Govts. & Chambers

1. France - ‘Grand Est’ (Alsace, Champagne, Ardenne, Lorraine) –5.5m pop.

2. Spain - Catalonia - 7.6m pop.

3. Norway - South Norway (SNEO) - 200k pop.

4. Italy - Campania Region - 5.8m pop.

5. Hungary - EXIM Bank – 9.9m pop.

6. Ireland - 6.3m pop.

5. International Networking & Conferences – EU, WB, ADB, EBRD


ConsultingIreland Association - Initiativeswww.consultingireland.org

6. ‘INTERNATIONAL BIDDING TEAMS’

Agri/Food: Banking/Finance/Trade: Security: ICT: Tourism:

Health: Energy: Infrastructure: Education: EnvironmentSectoral Teams Multi-Sectoral International Teams

7. Public Procurement and Cross-Border Tendering (PPACT) 2017

Internal EC markets – ‘Smart Cities and IOT’

Helping organisations ‘Connect with Partners’ and win International Projects


The Need for Consortia


Reasons to Collaborate/Partner‘helps create Size’

1. Need for certain skillset – you may not have

2. Size and complexity of project/tender – multi-sectoral

3. Requirement on size of references – too large for an SME

4. Limited references and experience – seeking minor role– Lacking IFI experience

– Target Country experience

– Financial Strength

5. Regional and cultural requirements - use of Local Partners

6. Language capabilities

7. Attractive alternative to Incumbent

8. Partner Experts maybe cheaper, more economical – ‘blended approach’

9. Competitor Strength

10. Upstream and Market Intelligence


Consortium Partners - Benefits

• Partner Companies cover niche subjects– Different partners for different specialisations – Create

Group Synergies

• Use of this network for business development – Provide market intelligence and information on suitable

opportunities – ‘Upstreaming’

• Provides better customer care through

– wide range of expertise,

– geographic coverage and

– specialised attention

• Public Sector contacts

– local company and large multinational


Finding the ‘Right Partners’


Where to find partners

• EU/IFI Tender List, Specialist Data Vendors

• Visits to EU Brussels, EU Delegations, Country visits

• Embassies – National and Foreign Embassies

• Government Agencies

• Chambers

• LinkedIn, Google Search

• From current Partners and Business Associates

• Experts, Advertisements, Recruitment Agencies

• Consulting Networks – e.g. EEN Networks

• Multinationals – e.g. MS, HP, Oracle

European / International events, fairs, congress

Matchmaking events (infodays, sector seminars)


Finding the competitive consortium

Ensure the lead company knows the market& selected tender

Prepare individual approach strategy

what we can offer – what is our ‘added value’

SMART APPROACH - Therefore, CONSORTIUM is often more a need than an alternative

Being a partner in a consortium


0

500

1000

1500

2000

2500

3000

3500

4000

4500

IRL FI DK AT NL BE GR UK DE ES CZ PL RO BG LT SK

341407605

74413471831

700

2915

1950

541

1876

1550

1107

368 360

Cyprus 128

Malta 75

Sweden 575

Portugal 497

Latvia 298

Slovenia 403

Estonia 240

Lux’bourg

France

Italy

Hungary

Croatia

385

3,008

2,608

777

1,515

Public Procurement – EC RankingPossible partners and also competitors

4208UK NO. 1

POST

BREXIT??


IFI Companies – non EC States

‘Future Local Partners’

0

500

1000

1500

2000

2500

3000

3500

4000

4500

UK AL BiHMK RS TRUKRAR GE AR Chi PG GH KE IRE

4208

497

931

455

1097

2178

826480

518

448

1065984812 719

350


Finding Local Partner ‘possible different local partners depending on subject matter’

• Often needed – logistics, experts, language

• Key connections / contacts

• Good policy – help with initial queries, initial visits,

favoured by evaluators / Govt.

• Identify future opportunities – ‘if well-connected’

• How to identify

– review of closed tenders, previous short-listings

– General contacts – multinationals resellers, experts, Chambers,

Associations, Embassies, International Partners, IFI/PSLOs


Sample Local PartnersCountry Partner name Street City Staff

Lebanon Charles de Gaulle Avenue Beirut 32

Syria Malki Street Damascus 30

Romania CBC - Nerva Traian Nr1-3 Bucharest 80

Croatia Medvedgradska 43/11 Zagreb 22

Paraguay Corrales 1484 Asunción 15

Angola Rua Sequeira Lukoki Luanda 141

Vietnam Ham Long Hanoi 16

Mongolia Chinggis Avenue 21 Ulaanbaatar 5

Ethiopia P O Box 3155 Addis Ababa 12

Guinea Bissau C.P. 1416, Bissau Bissau 7

Armenia Isahakian Str Yerevan 50

Malawi Kasungu Crescent 51379 Limbe 3

Mauritius Frere Felix de Valois St Port-Louis 800

Montserrat PO Box 82 Manjack 6

Mexico End Postal CP 474 Mexico City 10

Nigeria Ajasa Street, Onikan Lagos 10

Rwanda Rue de Travail Kigali 27

Saint Lucia P O Box 1131 Castres 8

Tanzania LAC Hse Plot 1802,Masaki Dar es Salaam 4

Cook Islands P O Box 144 Rarotongo 6


ConsultingIreland Association - Partnerswww.consultingireland.org

International Partnerships and Network – Government, Regional Govts. & Chambers

1. France ‘Grand Est’ (Alsace, Champagne, Ardenne, Lorraine – Regional Govt.)

Paris City Chambers

2. Spain Catalonia (Regional Govt.)

3. Norway South Norway (Regional Govt.)

4. Italy Veneto Regional Chambers

Campania (Salerno City Chambers)

5. Hungary EXIM (Hungarian Govt. Agency)


Consortium Leader and Partners


First analysis :

Market – Project – Company – Competition

Define a strategy:

Bid alone: we fulfil all requirements and we

“feel/are” strong enough in the market / client /

competitors.

Leading a consortium: we fulfill a lot of

requirements, strong references, enough market

penetration and financial capacity BUT we need

partners to strength the offer for technical, financial

or strategic reasons.

Partner in a consortium: we can provide key added

value to a consortium but we lack capacity to lead.

Subcontracting: not key enough to be a partner,

contract too large, very specific service usually

What we can do


• If companies are jointly and severally liable, are all Junior partners’ finances in order – in case of any problems?

• Allocated contact person for project

• Timely payment to their own experts, Ethical conduct

• Payment on receipt of signed time-sheets or proof of expenses – must be explicit in the PBA

• Clause re follow-on work – to ensure the junior partner won’t try to bid against the lead

Lead Partner – Things to Watch


Junior Partner – Things to Watch

• Management Fees

• How work is divided up – number of days

• Share of Margin

• Eligible expenses

• Lead firm trying to ‘squeeze’ in extra expenses

• Payment delays

• Procedure for Follow-on contracts

• Ensure Lead knows the tender


Limited Public Procurement Experience

Getting Started

• Do not seek to lead project

• Join consortium as junior partner or sub-contractor

• Provide experts to bidders - sub-contact to gain reference

• Contact those with Procurement experience - provide niche input


Partner Development Strategy’planning for the future’

• Try to establish a partner network model in Developed and Emerging markets

• Partner network provides a ‘Virtual Global presence’ in various regions

• Provide market intelligence and information on suitable opportunities

• Reinforced network through frequent country visits and events

• Different partners for different specialisations


SMEs Need For Partnering/Clustering/Consortium

• Smaller sized companies – limited experience

• Complexities of the work – e.g. Multi-sector project

• Meeting ToR requirements – Reference size, regional experience, cultural, language

• Assist in increasing revenues

• Logistical/ share risks/ operational requirements

• Need to ‘upstream’ to win more business

• Possibility of doing business with other Group members

• Create Group Synergies

• Need to attract tender Lead/Prime

‘Global Business needs Global

Approach’


Bidding in a Consortium


Reasons to target Public Procurement projects

• Transferable / ‘Relevant experience’ - incl. SMEs

• ‘Market-Entry’ Strategy

• Use of Short-listings, Transparency

• Advances up to 60%

• Payments secure

• Procedures common for EU procurement

• Available work for all company sizes


ASTEC – sample Project Partners‘complex projects less competitive and fewer bidders’

“Updating and development of EC 28 Member States consumer information and education website, IT management and measures

to promote the EC website”

Members of the Consortium included:( value €6m)• ADETEF – France (Lead firm, Promotion)• ASTEC – Ireland (ICT)• Euronet Consulting EEIG – Belgium (Operational Management)• FEDERCONSUMATORI – Italy (Consumerism)• S.C.SIVECO Romania S.A. – Romania (Educational)

• Irish Sub-contractors – Dara Creative (Web design and Branding), Cipherion (Translation), Wordperfect (Translation), Blacknight(Hosting), VEC Dublin (Education), Consumer Association of Ireland (Consumerism)

• 28 national (local) partners


Example – Choosing FWC Partners‘2 stage process – (a)getting shortlisted and (b)doing project’

• Partners chosen primarily for specialisations– Telecoms, EOS, Broadcasting, Regulations, Technology

• References – e.g. size, regional coverage

• Third aspect is nationality (and language)– France

– Spain

– Italy

– Romania

– Ireland

– Austria

• Previous partners – Holland, Sweden, UK, Poland, Belgium


PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING


Identifying Opportunities


Monitoring Opportunities

• IFI web-sites – free but often cumbersome

• Tender services – e.g. Assortis, Devex, TendersInfo, InfoTrade, EuropeAid - tenders focus on different regions and IFIs

• Country websites e.g. Belgium – local partner can translate

• Local Partners – particularly those with ‘contacts’

• International Partners – different sector partners

• Country visits – visit to EU Institutions

• Visit IFI HQ and regional offices - Brussels, Luxembourg, London,Washington, Manila

• In-country Ministries • Embassies/Trade Missions & Portals


IFI Opportunities


International Opportunities – External to EU

• Over €1 TRILLION Public Sector tenders p.a. – EC, World Bank, UN, EIB, ADB, AfDB, IADB, EIB

– Bi-lateral such as DFID (UK), USAID, GIZ, SIDA, IrishAid

– H2020 is less than 8% of EC Budgets

• 5,000 new tenders DAILY – 1.5m tenders per annum– Average 200,000 live opportunities on any given day

• Tenders from 140 Donor Agencies

• More Commercial – less R&D Leading to Private Sector Business


Daily Tenders per Sector- Services, Supplies and Infrastructure

SectorsInternational Public

Sector Opportunities Local Tenders

Agriculture/Food 9,674

ICT 13,542 Romania 757Ireland 114

Transport 10,250

Services 28,068

Construction 25,151

Environment /Energy 11,611 Turkey 1,272

Finance 3,251

Health 17,814 Poland 1,594UK 1,131

Industry 31,728


International Public Sector Tenders (ICT tenders - 13,542)

• Software Package and information systems – 2,670• Radio, television, communications, telecoms and related

equipment – 2,270• Office and computing machinery – 4,481• IT Services: consultancy, internet, software development and

support – 4,721• Post and Telecoms Services – 1,764• Opportunities per country

– Poland 1,265– France 2,391– Romania 757– Ireland 114


National and Regional Procurement


EU28 NATIONAL/REGIONAL TENDERS – Internal Market

• NATIONAL & REGIONAL PUBLIC PROCUREMENT OPPORTUNITIES

• EC28 National and Regional Projects - €2.4Trillion

• UK spends €260bn per annum

• Ireland €8.5bn pa

• France published over 240,000 Public Sector tenders in 2016

• ‘COMMERCIAL PROJECTS’

– Only those above ‘EU Threshold levels’ must be published in Official Journal/TED

• EC28 PROJECTS – Priority, fully funded


Published EU Opportunities

• EU Public Procurement accounts for more than 14% of its GDP – Public Authorities (incl. EU Institutions) buy all sorts of Goods

and Services from companies

– Recent Directives are designed to provide easier and better access for SMEs e.g. European Single Procurement Document (ESPD)

• More than 460,000 calls/tenders/contracts per annum– About €420bn published on Tenders Electronic Daily (TED)

• European Commission (executive arm of the EU)– awards some 9,000 contracts for direct work

– Value €2.86bn (2007)




Tendering / Bidding


Current projects – €3,7 M – 1 year

MINISTRY OF TOURISM ETHIOPIA : Design, develop and produce a package of tourism promotional system and materials

MINISTRY OF FINANCE SOMALIA: Trade portal

UNDP – JORDAN: Provision of Organization of ARAB Electoral Management Bodies (EMBS) Portal

UNITED NATIONS - THE INTERGOVERNMENTAL SCIENCE-

POLICY PLATFORM ON BIODIVERSITY AND ECOSYSTEM

SERVICES (IPBES) – KENYA/GERMANY Web portal and international online promotion


OBSERVATOIRE DU CODE ÉTHIQUE - DEMOCRATIC

REPUBLIC OF CONGO : Web portal

UNICEF – NEW-YORK: World digital analytics strategy and search marketing

ROYAL AIR FORCE – MINISTRY DEFENCE MOROCCO

MINISTRY OF INFORMATION – SOUTH SUDAN Statistical data-base – web portal

DOLCETTA/ CONSUMER CLASSROOM – EUROPEAN

COMMISSION: International SEO

Ministry of Tourism - Belize


Understanding Procedures

Expression of Interest

Full Proposal

Contract Award


• Identify EOI and Tender Requirements

– Work/Supplies to be delivered and elements you cannot do

– Funder and ‘decision-maker’ (Beneficiary, Funder, CFCU)

– Previous country, regional or IFI experience

– References – Size, Financial element, specialisations

– Any ‘front-runners’? – Know likely competitors

• Need for Partners/Consortium Approach

– Lead or Junior Partner

– Local Partner – advantage or problem (e.g. Regulatory)

• Administration Documentation

– Financials, Tax clearance, Bank Guarantee, Delivery of Tender

• Bid/No Bid Decision

Understanding Procedures


Bid/No Bid - Important Considerations

• Is opportunity ‘Good fit’ for your company/organisation

– Project experiences/references

• Do you have access to background information

– Project Fiche

– TORs

• Be clear on what you offer

• What partners do you need

– Junior role in first instance

• Lead Partner should have:

– Detailed knowledge of project

– Good relationship with Beneficiary and Funder


Objectives’believe in your capabilities’

• Review of EOI process– Finding the ‘right tender’ to bid on– How to fulfil basic requirements – T/O, references,

finance, specialisations)– Other requirements (partners, pre-bids, delivery system)

• Resourcing– Requirements for international project unit/division– Project management - staffing


ACTIVIS ACORN

Gestion de projet

Maîtrise de procédures des bailleurs de fonds internationaux (Banque Mondial, Commission Européenne, Banque

Africaine de Développement, etc)

Expérience de travail dans le secteur public pour les ministères et gouvernements en Europe, Afrique, Asie, Amériques

Expérience en Afrique de l’Ouest

e-Tourisme

Conception et développement de site web, e-commerce et mobile à forte valeur ajouté

Re-développement, mise à niveau et modernisation de sites et portails existants

Evaluation des systèmes d’information et des projets web et IT

Référencement naturel multilingue

Search Marketing Multilingue et Acquisition de Traffic : référencement payant, réseaux sociaux et social media

optimization, email marketing

Optimisation des conversions web : amélioration de l’expérience utilisateur, web analytique

Stratégie Digital et Cross-Canal, Ecosystèmes Digitaux

Data et CRM

Création de contenu et content marketing

Cartographie : réseau d’acteurs, portefeuille de projets, gestion de domaines de connaissance, tableau de bord de gestion


Checklist for EOI

LEGAL ENTITY (making application)Leader

Member(s)

CONTACT PERSON Details

ECONOMIC AND FINANCIAL CAPACITYBased on your annual accounts and latest projections

STAFFStatistics on staff for the current year and two previous years

AREAS OF SPECIALISATIONIndicate specialist knowledge related to the contract – Maximum 10

EXPERIENCE/REFERENCES Your references (no more than 15)

STATEMENTOn behalf of the Candidate –e.g. not bankrupt, no filed judgements


REFERENCES - EC

Ref no 2791 Project titleThe establishment of the integral Croatian Vessel Traffic Monitoring and Management

Information System (CVTMIS)

Name of legal

entityCountry

Overall

project

value (EUR)

Proportion

carried out

by legal

entity (%)

No of staff

providedName of client

Origin of

funding

Dates

(start/end)

Name of

consortium

members, if any

ASTEC Global

ConsultancyCroatia 150,000 100 2

Ministry of Sea,

Transport and

Infrastructure

ECDec 2008- Feb

2010N/A

Detailed description of project Type of services provided

Global Objective:

Improvement of maritime safety and prevention of pollution from

ships in line with the Directive 2002/59/EC of the European

Parliament and of the Council of 27 June 2002 establishing a

Community vessel traffic monitoring and information system and

repealing Council Directive 93/75/EEC

Specific Objective:

To provide additional technical expertise and assistance to the

Managing Authority related to procurement of the equipment of the

Vessel Traffic Monitoring and Information System. In particular, the

main goal of the activities was to ensure that time critical activities

of implementation of supply and installation were performed as

required by tender dossiers, relevant EU Directives, relevant

Croatian national legislation as well as state-of-the-art international

technical standards.

analysis of existing technical documentation including at least the Croatian

Vessel Traffic Monitoring and Information System (CVTMIS) Study,

analysis of tender documentation for Vessel Traffic Monitoring and

Information System establishment and VHF Communications Subsystem of

the VTMIS System establishment (as published on CFCA and EuropeAid

websites),

assistance in monitoring of implementation of supply of Vessel Traffic

Monitoring and Information System and VHF Communications Subsystem of

the VTMIS System covering at least analysis, evaluation and drafting

comments on Detailed technical documentation of the final design received

by the contractors for the listed supply contracts (VTMIS and VHF) such as

drawings, calculations, coverage diagrams and geographical model as well

as work plan,

drafting of technical specifications and equipment installation plans for

tendering and procurement of equipment assumed to be a part of the VTMIS

system (as described in Croatian Vessel Traffic Monitoring and Information

System (CVTMIS) Study) covering at least:

o Radio Direction Finder Subsystem

o CCTV Subsystem

o Meteorological Sub-system

Providing technical advice and support on development of entire VTMIS

system.

Project evaluation.


Checklist for Resourcing

MANPOWER

Staffiing

Administration

Project Managers

TENDER SUBMISSION Tender writers, Experts (Internal /External)

FINANCING

Budgets

Accounting

Travel

FACILITIES and MARKETING

IT Equipment

Marketing material, Brochures, Website

Offices/Accommodation

POLICIESQuality, Health and Safety

Separate Legal Entity or Division

SPECIALISATIONYour references in various IFI Formats

Company Profile, Completions Certs

OTHERSBank Accounts, Performance Bonds

Partners, International Couriers


Shortlist:

Request for Proposal (RFP)

Terms of Reference (ToR)


Proposal Structure

I. Technical Proposal

II. Financial Proposal


Tender Submissions

• The most common reason for lack of success is poor choice of tender opportunity

• First Steps– Download all relevant documents

– Read Thoroughly

– Read the Contract Terms

– Have available documentations e.g. Audited Accounts – see Certis

– Identify Competitors

– Can you do the work, have you the resources and capacity (>25% of T/O then too risky)

– Team available to do the response by deadline dates

– Do you need partner to complete all elements


Writing A Successful Tender Response

• Keep it simple

• Address what the Buyer/Beneficiary ask – ONLY that

• Proposed sections– Executive/Management Summary

– Contents Table

– Introduction

– Understanding the Requirements

– Approach and Methodology/Solution

• How will you deliver the service or product

• Who will be involved – their experience

• Management of Contract and MM team

• Communication between Buyer and Supplier

• How will you ensure continuity of Service/Product


Writing A Successful Tender Response

• Other Information– Case Studies/Customer and Project References

– Staff CVs

– Added Value aspects

– Alternative offer – better way of doing it but in Separate Section (appendix)

– Standards and Procedures

– Commercial Sensitivities – mark clearly sections that contain confidential/sensitive information.

• Review Cycle and Sign-off

• Submitting Hard Copy– number of copies, envelope and binding, hand delivery or otherwise

• Submitting Electronically– Know how to use system, check word limitations, save and record


BID PLAN

• BID TEAM

– Bid Manager

– Technical Experts

– Contributors

– Tender Writers

– Administrators

– Proof Readers

– Fault-Finder – pessimistic reviewer with ‘cold eye’


Appoint a Bid MangerBid PlanItem Description Responsible Deadline Notes

1Distribution & reading of RFP; Datasheet; Instructions; ToR; ALL relevant information and requirements; All Forms

All members of Consortium 29/10/2012

2 Info on project, competition key issues All members of Consortium 29/10/2012

3 Prepare Tech Proposal Framework ASTEC 02/11/2012

4 Suggested Experts' CVs All members of Consortium 09/11/2012

5 Evaluate Experts and Choose CVs ASTEC 13/11/2012

6 Agree Experts' FeesAll members of Consortium / Experts

13/11/2012

7 Request Input into Methodology from ExpertsRelevant Consortium Members

13/11/2012

8 Experts to sign and send SoEs Experts 16/11/2012

9 Experts' Diplomas, References etc. to be sent to ASTEC Experts 18/11/2012

10 Initial Budget All members of Consortium 19/11/2012

11 1st Draft Methodology & Approach All members of Consortium / Experts

19/11/2012

12 Last Day for Clarifications All members of Consortium 19/11/2012

13ASTEC to receive All Forms, Declarations & Official Documents from partners, in original / copy as specified

All members of Consortium 27/11/2012

14 Finalise Methodology and Work Plans. All members of Consortium / Experts

30/11/2012

15 Finalise Budget ASTEC 30/11/2012

16Finalise Experts' CVs tailored to include Key Words from ToR

All members of Consortium / Experts

03/12/2012

17 Quality Check & Complete Bid ASTEC 04/12/201218 Print, copy, bind & Hand in Bid ASTEC 05/12/2012

19 Deadline for Submission ASTEC 10/12/2012


Proposal StructureTechnical Proposal – Standard Forms

• Technical Proposal Submission Form

• Consultant’s Organisation

• Consultant’s Experience

• Comments or Suggestions on the Terms of Reference

• Approach, Methodology

• Work Plan, Work Schedule and Planning for the Deliverables

• Team Composition, Key Experts’ Inputs, and attached Curriculum Vitae


Proposal Checklist

All Sections of both Technical and FinancialProposal are completed

All Administrative Documents are included

Both Proposals are packaged and addressedin accordance to the instructions in theInvitation to Tender or RfP


Selection Criteria

To qualify to tender, economic operators must:

1. Minimum Levels of Financial, Economic, Technical and professional capacity necessary to carry out contract

– Use of ESPD form

2. Minimum Levels e.g. Reference sizes, Financial standing, size of projects (e.g. two individual projects with certain turnover)

– Consortium and partnering can help in many cases as combined totals

3. Project completion certificates, Audited Accounts, qualification of staff/experts


Consortium Management

• Management Fee– Small Projects 10 - 12%

– Large Projects 5 - 7%

– Other cases where lead firm may not be management firm

• Management Responsibilities– Timely payments

– Communication on behalf of the Consortium

– M&E; Quality Assurance

– Reporting

• Consortium Meetings


Inputs/Tasks

• Inputs per consortium member – how the work will be divided up

• Number of experts, number of days

• Members’ responsibilities– Carrying out tasks

– Supporting own experts

– Quality assurance on outputs


Profit & Payment

• Related to inputs (margin on experts)? or a percentage of overall margin, irrespective of number of experts put forward?

• Payment schedules (normally based on Contracting Authority’s payment schedule)

• Requirements for payment – signed timesheets, proof of expenses?


What else to include?

• Confidentiality & Non-disclosure

• Communications within consortium and with CA

• Duration of Agreement

• Intellectual Property rights

• Applicable Law; Liability

• Consequences of not complying; Dispute resolution

• Ethics / Code of Conduct


Pre-Bid Agreement

• Joint Venture Agreement, Teaming Agreement, MOU, Consortium Agreement etc.

• Governs each member’s rights and responsibilities during the bidding and implementation process

• Benefits– Members agree on key points such as exclusivity, profits, fees,

and division of work

– Reduces potential project conflicts


When?

Expression of Interest

Full Proposal

Contract Award

Pre-Bid Agreement


What to Include?

• Rights and Obligations of members

• Inputs

• Profit & Payment

• Management Responsibility and Fees

• Allowable Expenses

• Follow-on work? Requirement to bid together?


Terminology

Be clear with the terminology

• Include dates, name of project, names of all partners, addresses etc. – Name the Lead / Associate partners

• “X and Y are entering into a Joint Venture for the purpose of this project”

• “X will be the Lead company but both companies will be jointly and severally liable”

• Legally binding or not?

• Have the PBA reviewed by Solicitor / Legal Dept. perhaps?


Other Requirements

• Local Partners – built up over the years

• Database of experts

• Knowledge of EC procedures and rules

• Project Management experience

• Support for experts

• Interaction with Beneficiary/EU Institutions

• ToRs sent to partners within one work day

• Evaluation sheet circulated and scored

• Accept CVs/companies from all sources


‘Best Practice’ / General Tips


‘Best Practice’

• Choose Tender carefully

• Be Prepared – ‘Fail to Prepare, Prepare to Fail’

• Seek Clarifications early in the process

• Determine what evaluators wants

• Partner/Collaborate/engage Tender Writers

• Answer the ToR – no waffle/padding

• USP – Play to your strengths

• Check Proposal

• Keep Bidding - shows commitment

– If you loose find out who won – possible subcontract or future partnership

• Review Process and Learn


General Observations/Tactics

• BE AWARE if first time you hear is when Tender issues, it is generally too late

– somebody has written the tender,

– you been asked to bid to create competition e.g. EBRD

– Winner already identified (this is where you need market Intelligence)

To Counteract this:

• Early Positioning/’Upstreaming’

• Network – get to know the client, go to events where evaluators or contractor might be - ‘Meet the Buyer’ events

• Narrow your focus to certain departments subject areas

• No prior experience – then bid as junior partner first or for smaller contracts – BID and do not make excuses


General Observations/Tactics (2)

• Do tailored project references (commercial experience) for tenders

• Do not assume anyone knows you e.g. HP case

• Checklist and respond on time e.g. Danish bid by DHL

• Know key vendors, competitors, local contacts

• Bid strategy – determine what you can offer from outset and not overpromise (lose money here)

• Good and clear management summary of offer in the tender

• Differentiate be innovative but fulfil the ToR

• Multi discipline team

• Bid Plan

• Ask yourself and client what you could have done better


Contact Details

ConsultingIreland,Kingsbridge House, 17-22 Parkgate Street,Dublin 8,Republic of Ireland.

Telephone: +353 1 675 3835Web site: www.consultingireland.org E-mail: [email protected]

[email protected]

Thank You

mailto:[email protected]

mailto:[email protected]


Working as a Consultant


Working as a Consultant

• CV in proper format

• Know if you are ST or LT expert

• Determine acceptable rates – do/not do

• Registered on relevant websites – follow job advertisements etc

• References completed and testimonials attached

• Market yourself

• In multiple languages if available

• Find out main players – multi sectoral

• Feast or Famine

Working as a consultant/expert


Opportunities


• Jobs for individuals e.g. WB ADB

• Jobs listings

• Tracking systems e.g. WB, TED system

• Know how to submit a tender

• Emphasise broad skill rather than only niche

• References included with contact numbers

• Local experience is relevant

• Contact Consulting firms Chambers regional agencies, other experts

Opportunities


Finding the Expert


• Build a database – as FWC we are contacted

• Post jobs on Devex, Assortis etc

• Ask from other companies, IFIs

• Other Experts, locals, multinational

• LinkedIn

Marketing/promotion of your CV – finding CV’s


Building the CV


• Do in IFI formats

• Register on databases, LinkedIn etc

• Send to active market participants

• Have references available

• Contact IFI e.g. EBRD e.g. TAM Programme

• Promote when on-site

Building the CV


Brief summary of the proposed experts’ experience – table form (optional)

referral to Annex for full CVs

Introduction to the Experts


World Bank CVWorld Bank CV


Strategy


My Market Approach - Way Forward

• Develop Business Plan – Policy and Strategy Obtain Board/Director level support

• Target sector and funder - Long term strategy needed

to show commitment

• Determine availability of Funds - ‘follow the money’

• Visit client/location – to understand priorities

• Visit relevant IFIs and Clients to get better

understanding of opportunities – visit before bid


Way Forward (2)• Develop References and profile – first question you will

be asked by a potential Partner.

• Look for Local and International partners - Engage with other firms/consultants

• Junior consortia member initially (if limited experience)

• Submit a number of EOIs and Tenders – to show commitment/interest

• Do not give up after first loss - Review reasons for losses

Keep current and embrace change/diversify –particularly true for those in ‘Niche’ business areas


International Tender Opportunities

• Opportunities can be tracked in 200+ countries

• Tenders from 140 Donor Agencies – Multilateral (e.g. EC, WB) and Bi-lateral (e.g. DFID, SIDA)

• EC €140bn per annum – largest IFI

• Emerging markets and other countries such as Ireland, UK, Qatar, US

• Over $800bn Public Sector tenders per annum (excludes other local tenders)

• Average 200,000 live opportunities on any given day

• 5,000 new tenders each day – 1.5m tenders per annum

• If you bid on Irish e-Tenders then you should do so here

‘More opportunities elsewhere – and less competition’


