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TRANSCRIPT
www.consultingireland.org
NEED FOR CONSORTIA AND OPPORTUNITIES FOR EXPERTS
Cliff Anderson, Thomas Martin, Seamus McCannASTEC, Activis and ConsultingIreland
Strasbourg, France
November 2017
www.consultingireland.org
• 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
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(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
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– 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
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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 …
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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
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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
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Modalities of Public Procurement
Technical assistance
Works Concessions
Goods
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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
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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
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The Need for Consortia
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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
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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
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Finding the ‘Right Partners’
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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)
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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
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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??
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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
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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
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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
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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)
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Consortium Leader and Partners
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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
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• 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
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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
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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
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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
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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’
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Bidding in a Consortium
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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
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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
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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
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PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING
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Identifying Opportunities
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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
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IFI Opportunities
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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
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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
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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
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National and Regional Procurement
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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
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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)
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PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING
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Tendering / Bidding
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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
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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
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Understanding Procedures
Expression of Interest
Full Proposal
Contract Award
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• 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
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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
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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
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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
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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
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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.
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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
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Shortlist:
Request for Proposal (RFP)
Terms of Reference (ToR)
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Proposal Structure
I. Technical Proposal
II. Financial Proposal
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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
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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
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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
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BID PLAN
• BID TEAM
– Bid Manager
– Technical Experts
– Contributors
– Tender Writers
– Administrators
– Proof Readers
– Fault-Finder – pessimistic reviewer with ‘cold eye’
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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
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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
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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
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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
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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
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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
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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?
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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
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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
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When?
Expression of Interest
Full Proposal
Contract Award
Pre-Bid Agreement
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What to Include?
• Rights and Obligations of members
• Inputs
• Profit & Payment
• Management Responsibility and Fees
• Allowable Expenses
• Follow-on work? Requirement to bid together?
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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?
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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
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‘Best Practice’ / General Tips
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‘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
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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
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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
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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]
Thank You
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Working as a Consultant
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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
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Opportunities
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• 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
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Finding the Expert
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• Build a database – as FWC we are contacted
• Post jobs on Devex, Assortis etc
• Ask from other companies, IFIs
• Other Experts, locals, multinational
Marketing/promotion of your CV – finding CV’s
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Building the CV
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• 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
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Brief summary of the proposed experts’ experience – table form (optional)
referral to Annex for full CVs
Introduction to the Experts
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World Bank CVWorld Bank CV
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Strategy
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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
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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
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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’
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PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING