Tendering for catering, cleaning or other managed services is a significant undertaking for any Multi-Academy Trust.
Done well, it can create a stronger service, deliver better value and give trusts greater confidence that their arrangements are fit for the future.
But the tender itself is only part of the process.
The decisions made before going to market, the clarity of the specification and what happens after a supplier is appointed can all have a significant impact on the outcome.
So, as part of our Tender Truths Series, we’re looking at five common mistakes MATs can make when tendering, and how to avoid them.
1. Starting too late
One of the most common mistakes is waiting until a contract is approaching its end before starting to think about the next one.
By then, the pressure is on.
There may be limited time to review the current service, understand the market, benchmark costs, develop the specification, run the tender and allow enough time for mobilisation.
The result can be a rushed process where decisions are driven by deadlines rather than what is right for the trust.
The Tender Truth: Don’t start with the tender timetable. Start with the time you need to make the right decision.
Build in enough time to review your current arrangements, gather the right data, understand your options and engage stakeholders before the tender begins.
2. Not being clear about what you’re actually tendering
A tender can only be as good as the requirement behind it.
If the scope is unclear, suppliers may make different assumptions about what they are being asked to deliver. That makes bids harder to compare and can create challenges further down the line.
For MATs, this can be particularly important where schools have different requirements, service models or levels of performance.
Before going to market, consider:
- What services are included?
- What is the current operating model?
- What needs to change?
- What does good look like?
- Are requirements consistent across the trust?
- Where is flexibility needed?
- What outcomes matter most?
The Tender Truth: Don’t simply tender the service you have today. Use the process to define the service you actually need.
3. Focusing too heavily on the tender and not enough on mobilisation
Appointment isn’t the finish line.
Once a supplier has been selected, the real work of implementing the new arrangement begins.
Mobilisation can involve transferring people, implementing systems, communicating with schools, establishing reporting, agreeing processes and preparing teams for the change.
If too little time is allowed for this stage, even a well-run tender can get off to a difficult start.
The Tender Truth: Mobilisation should be considered before the supplier is appointed, not after.
Think about what needs to happen between contract award and go-live, who needs to be involved and how much time is realistically required.
4. Going to market without benchmarking
Price is one of the most visible elements of a tender, but without a clear understanding of the current market position, it can be difficult to know whether a proposed saving represents genuine value.
Benchmarking can provide important context.
How does current spend compare with similar trusts or schools? Are service levels aligned with the cost? Are there opportunities to improve productivity or change the operating model?
Benchmarking can also help MATs understand whether they should simply tender their existing model or consider different approaches.
The Tender Truth: Know where you are starting from before asking the market to tell you where you could go.
5. Treating the tender as a one-off project
A tender shouldn’t simply be about securing a new contract.
It should set the foundations for the relationship that follows.
That means thinking about how performance will be measured, how savings will be tracked, how often the contract will be reviewed and how continuous improvement will be managed.
Clear KPIs, robust reporting and regular performance reviews can help ensure that the value identified during the tender is actually realised over the life of the contract.
The Tender Truth: The contract award is the beginning of the relationship, not the end of the project.
The tender process starts before the tender
The strongest tender processes tend to have something in common: they don’t start with the tender documentation.
They start with understanding.
Understanding the current service. Understanding the costs. Understanding what isn’t working. Understanding what schools need. Understanding the market. And understanding what the trust ultimately wants to achieve.
Taking that time upfront can make the tender itself more focused, more competitive and more likely to deliver the intended outcome.
Thinking of using a consultant to help you prepare for your next tender?
External support can bring valuable expertise, market knowledge and capacity to a tender process. But before appointing a consultant, it is worth understanding exactly what is included in the fee and whether there are additional costs you need to factor into your budget.
We’ve put together a practical guide looking at how to spot hidden fees when working with a consultant, including the questions worth asking before you appoint.
Thinking of using a consultant to help you prepare for your next tender? You can get in touch here with our friendly team today to discuss your requirements, or read our guide: How to Spot Hidden Fees for what to look out for when hiring a consultant.
