What?

An analysis of the company's success in public procurement.

What do we do?

We analyze how successfully the supplier participates in the procurement process, how many of the signed contracts are noncompetitive procedures, which customers tend to disqualify the supplier and why, who are the competitors, and who usually bypasses the supplier by the price.

Why is this important?

Each company seeks to assess itself in the context of work in a particular market of goods or services for the purpose of making managerial decisions that will minimize costs, increase profits, evaluate competitors and see the prospects of development. A Participant's Card is the very tool that will allow you to quickly and accurately analyze yourself in the public procurement market.

Let's suppose that we are faced with the task of increasing the efficiency of our company's participation in public procurement. To understand what you need to improve in the first place, you need to analyze how successful our company is and what are the problems at the moment. This will help us to participate in the Procurement Module.

Start with a search of our company by code. Let's look at the general indicators. First of all, at total volumes, in particular, how many times we participated in competitive/noncompetitive procedures. This will enable us to understand where we have more revenue – through direct contracts or auctions.
The percentage of winning lots will show us how often we win, and the percentage of completion in the completed contracts will show if there are problems at the stage of the contracts.
Then we can evaluate with who we have already established direct contacts and who constantly concludes direct contracts. That is customers, who work with us in non-competitive procedures. Most likely, they can continue to order from us, and, therefore, it is worth keeping the cooperation and expanding it. For this we add a selection of non-competitive procedures and look at the list of customers. We can also look at the regions of Ukraine. If you sell goods with constant demand, then you can predict which requests will come next year, estimating the distribution of dynamics. Since the product is constantly in demand, there is a high probability that product requests will be received next year.
Then we analyze ourselves, how successful we are in competitive procedures. For this purpose, we select only Competitive procedures. It is worth starting with the main statistics – it means understanding what the main reasons for not winning are. Evaluate the general statistics of price proposals – which are the main reasons that we do not win (too high price or disqualification). Next, for more details, we can look at the most popular customers. We analyze, with whom the cooperation is fruitful, and with whom there are many unsuccessful tenders and why they are unsuccessful. To do this, we evaluate whether there are typical problems with our main customers (a high proportion of disqualifications or our high price). After correction/improvement of cooperation with them, it is more likely to take more revenue and spend less on unsuccessful procedures. We look at the list of customers and evaluate the correlation of our status of price proposals. We look through the months – is there an increase in participation to understand the growth of the enterprise? Is there an increase in the proportion of wins/disqualifications? If some months are very different from the others (in proportion), they should be analyzed in more detail. Perhaps we hired new employees, and they did some sort of the same typical error, or there was an error in the documentation that was used as a template.
Analyze disqualification. We select disqualified price offers and switch to the expected value (we deduct how much we spent on the tender from the amount). We look at those who most disqualify us, choose them and see what typical reasons for disqualification are so as not to repeat them in the future (because it is the waste of money and time). As a manager, we decide whether to improve the documentation or not to participate in tenders of this customer at all (because he or she gives privileges to certain suppliers). We select the customer with the largest number of disqualifications and see if it is a trend, and if we have won his or her tenders before.
Analyze the loss by the price. We choose where we lose (high price), and see the competitors. This is needed to understand who usually wins most often (with the highest amounts/quantities).