Funding your project or company

Access to international public contracts

02 Useful tips

Be informed and proactive


  • Read relevant documents related to the industry or sector or organization of interest and the country (e.g. Organizations strategy in that particular country)
  • Read / understand the basic procurement rules applied for that organization or country
  • Do your research on the project history, previous forecasts, future outlooks
  • Respond to General Procurement Notices (GPNs), the contracting authority has to notify you when the procurement notice is out, but before that this gives you an opportunity to introduce yourself and get client’s attention


Strategic considerations


  • Consider focusing on smaller assignments awarded via Direct Selection or Selection from Shortlist first – the first contract with that corporation or organization enables you to demonstrate your excellence.
  • Be selective
  • Do you have any comparative/competitive advantage (e.g. expertise in a specific field or region, do you have relevant linguistic skills)?
  • Level of competition? What sort of firms normally compete in and win this type of contract? (Benchmarking)
  • Attend or participate in networking events in the relevant industry of interest with the right people (particularly important in regard to being considered for direct selections).

Note: Once the procurement notice is published, all communication related to the assignment shall be regulated in accordance with the RfP.


Strategy for winning contracts


  • Particularly for competitive selection, review documents early and submit questions in writing
  • Ensure you meet the minimum requirements
  • Consider joining forces – consortia or subcontracting. (But be aware of particular procurement rules regarding participation in multiple EOIs/tenders)
  • Check logistics (reliable translators, couriers, etc.)


Join forces


  • Be realistic! Can your company match the submission/evaluation criteria? If not, consider:
  • Consortia or subcontracting opportunities, identify potential local, regional or international partner firms to complement your firm’s strengths (know-how, project references, key experts). Often local expertise is highly valued.
  • engaging external experts to satisfy requirements related to key personnel (Note, some organizations are not permitted to recommend you, nor may find / recommend subcontractors for you)


Try to look from the evaluators’ perspective


  • The key is to enable the evaluators to quickly and easily find and assess the relevant information
  • Show, don’t tell: Demonstrate, don’t merely assert
  • Consider your application from the perspective of the evaluation committee. Convince them that you are someone they can work with.


Are you able to easily assess your firm’s strengths and compliance with evaluation criteria? Submit documents that are:


  • Tailored (adapt your regular standard documents)
  • Focused (all key points / evaluation criteria addressed?)
  • Concise & consistent (table of content, clear structure & headlines, easy to assess, short sentences, use tables instead of running text when appropriate etc.)
  • Accessible (submit one pdf-file, not many)


Finalizing a top-notch proposal.


  • Check Submission Requirements in the Procurement Notice
  • Give an indication of:
  • contracting parties (client, consultant)
  • your role (lead, consortium, subcontractor)
  • timeframe, value
  • Focus on concrete experience


The big DONT’S to avoid at all times


  • Do not submit financial offer when selection is based on quality.
  • Do not add financial offer to EOI or first stage tender (unless otherwise requested) Do not include methodology or work plan (unless requested)
  • Do not apply if your firm is not eligible (check eligibility clause in the notice)
  • Do not include unavailable experts
  • Do not submit late
  • Do not communicate with the Client after publication of notice outside of regulated channels
  • Do not stay silent on conflict of interest!
  • Do not offer alternative solution/tender if it is not allowed.
  • Do not change templates
  • Do not have unrealistic budget expectations
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