Attraction-building tactics and activities
| Phase | Tactic | Activity | Example |
|---|---|---|---|
| Pretender and tender phase | Spark interest | Proactive outreach to new supplier markets Early promotion of business opportunities | Promotional tours to new geographies, targeted SME-sessions, translations and embassy engagements Tentative procurement information long before formalization, information sessions of various scopes |
| Extensive information gathering | Hearings, bid surveys, procurement drafts on referral and individual meetings | ||
| Encouraging rejected suppliers | Vendor debriefing, personal reach out with explanation | ||
| Simplify entry | Cleansing procurement documents | Removal of redundant and complex requests, focusing on “job to be done” | |
| Modularizing tenders | Option to bid for a larger or smaller portion and allowing transition time for winning bids | ||
| Packaging tenders | Improving structure and language of tender documents and emphasizing business aspects over legal jargon | ||
| Educating potential and new suppliers | Offering education on how to become a supplier to the public sector and an option to practice on past tenders | ||
| Relationship phase | Foster connections | Bridging from tender- to collaboration phase | Early initial meetings, support to suppliers, alignment of goals, etc. |
| Contracting collaboration | Shared incentive structures, escalation processes and frequent agreed meetings | ||
| Emphasizing social interactions | Encouraging frequent face-to-face interactions and functional diversity in supplier interfaces (incl. management) | ||
| Reinforce engagements | Tracking and sharing performance data | Monitoring KPI’s, regular follow-ups and ongoing development discussions | |
| Goal-oriented steering | Dynamic contract design focusing on end-result and accounting for past-performance | ||
| Rewarding well-performing suppliers | Elevated customer access, dedicated support teams and promotional opportunities | ||
| Phase | Tactic | Activity | Example |
|---|---|---|---|
| Pretender and tender phase | Proactive outreach to new supplier markets | Promotional tours to new geographies, targeted SME-sessions, translations and embassy engagements | |
| Extensive information gathering | Hearings, bid surveys, procurement drafts on referral and individual meetings | ||
| Encouraging rejected suppliers | Vendor debriefing, personal reach out with explanation | ||
| Cleansing procurement documents | Removal of redundant and complex requests, focusing on “job to be done” | ||
| Modularizing tenders | Option to bid for a larger or smaller portion and allowing transition time for winning bids | ||
| Packaging tenders | Improving structure and language of tender documents and emphasizing business aspects over legal jargon | ||
| Educating potential and new suppliers | Offering education on how to become a supplier to the public sector and an option to practice on past tenders | ||
| Relationship phase | Bridging from tender- to collaboration phase | Early initial meetings, support to suppliers, alignment of goals, etc. | |
| Contracting collaboration | Shared incentive structures, escalation processes and frequent agreed meetings | ||
| Emphasizing social interactions | Encouraging frequent face-to-face interactions and functional diversity in supplier interfaces (incl. management) | ||
| Tracking and sharing performance data | Monitoring KPI’s, regular follow-ups and ongoing development discussions | ||
| Goal-oriented steering | Dynamic contract design focusing on end-result and accounting for past-performance | ||
| Rewarding well-performing suppliers | Elevated customer access, dedicated support teams and promotional opportunities | ||
Source(s): Authors’ own work
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