Too often, organizations see tendering as a standalone process for acquiring a service or product. Tendering is an integral part of the continuous process of optimizing service delivery. Tendering doesn’t stand alone; it is fully integrated into daily activities. There is a continuous exchange of information between the tendering process and other processes within the organization, such as policy development, supplier management and the governance of daily operations.
This is called Full Circle Tendering
This means that all relevant aspects of service delivery are continuously measured. The measured values are monitored and used to improve service delivery and to acquire new services, such as tenders.
Within Full Circle Tendering, the acquisition of a service becomes an integral part of an organization’s ongoing cycle.
It works both ways: where knowledge about the market and the desired service or product is necessary for a successful tender, knowledge from the tendering phase is necessary for the proper execution of the contract, and vice versa.
Through analysis, advice and specific products and services, organizations gain insight and control over this process, ensuring that all components align optimally with each other. For the analysis, various tools are used, such as a quick scan that can be performed on the website. Advisory service is based on customization: every organization is unique, and process design should be based on the optimal utilization of employees, their knowledge and skills and budgets. Support is available for this, with the goal of making tenders less of a burden on an organization and, instead, increasing the quality of service delivery. Does this sound interesting? A conversation can provide more information about Full Circle Tendering or offer an opportunity to share your vision on this topic.
