Government contractors had been using a manual system to find tenders in India over the years. They were scanning newspapers, bookmarking various e-tender websites, visiting departmental websites every day, and having spread sheet records, which were usually out of date before they could be made. This strategy was feasible where the volume of tenders was small and the competition was minimal. That fact has been transformed.
In modern days, thousands of tenders are being published daily on both central, state and departmental platforms. In such a climate, there can no longer be a chance that a relevant tender can be missed. It is a product of a modernized process.
The manual tracking does not work structurally. An impossible load of information is presented to a human team that tries to monitor dozens of portals with hundreds of published notices. Since the volume gets bigger, the concentration of the mind also becomes lower. The teams only start skimming rather than analyzing and meaningful opportunities pass unnoticed. This eventually forms a psychological tendency of teams trying to secure tenders that are most convenient instead of those that best suit their abilities.
Automation alters this relationship at a very basic level. Modern contractors do not have to search and re-search tenders; they specify their eligibility requirements and leave the systems to scan in the background. Relevant opportunities are brought to light automatically and irrelevant ones are filtered away before they even require the attention of a human being. This transforms tender discovery into a search problem into a filtering problem, which scales much better.
Automation enhances the quality of decisions in addition to saving time. Automated systems are used to execute the same logic in all portals and updates. No fatigue, no distraction, no bias against familiar departments and locations. Consequently, tender teams will only work with opportunities that have defined technical and commercial requirements.
This also transitions the contractors towards proactive bidding as opposed to reactive bidding. Manual teams have a tendency of receiving tenders late and have to hurry to meet deadlines. Prompt identification of opportunities by automated teams opens up room to further analyze, produce more comprehensive documentation, build more solid pricing strategies, and plan more effective consortiums. These margins of preparation are what decides the winner in competitive procurement.
The greatest benefit of automation, though, is that of data retention. Manual processes forget. Automated systems remember. Patterns start appearing when delicate information is recorded and patterned overtime. Contractors begin to learn how departments tend to prefer incumbents, which tender values would be consistent with their past performances, and which eligibility requirements lead to a high rate of disqualification. The decisions of bidding slowly change to be based on probability rather than intuition.
At BidSathi, this transition is facilitated by centralization of tender discovery, intelligent filters, and real-time alerts giving teams no longer the need to check dozens of sources manually. The practical impact is that the amount of time spent in search reduces, and more time is spent in enhancing bid quality.
This model is favorable to both small firms and big EPC players. Automation reduces the human resource needed to check on monitors and makes the number of people per output larger. A lean team with the appropriate system can compete with much larger organizations that continue to use manual work flows.
Where the real value is found is consistency. Most of the contractors emerge as winners of tenders occasionally. It is the issue of making a victory. The irregular pipelines cause cash flow stress, idle resources and rushed bidding decisions. automation stabilizes flow of opportunities, prior to win rates increasing. Predictability is what enables firms to plan, make proper resource allocation and eliminate bids that are based on desperation.
Automation is also accompanied by some minor psychological change. The tracking by hand raises always a certain anxiety of missing opportunities. Automated systems regain a feeling of control. The teams believe that suitable tenders would emerge that enhances concentration and discipline. The more that it is focused the better the bid and the better the results become.
With government procurement turning into a more competitive and compliance-oriented process, manual tender tracking will continue to lose ground. The contractors that succeed in the next few years will be those that treat the discovery of tenders as a data problem and removes noise by automation and invests the human energy where it will really generate value.
Not everything succeeds when it is automated. In a volume and complex market, however, manual tracking is becoming a sure way of ensuring stagnation.
In modern days, thousands of tenders are being published daily on both central, state and departmental platforms. In such a climate, there can no longer be a chance that a relevant tender can be missed. It is a product of a modernized process.
The manual tracking does not work structurally. An impossible load of information is presented to a human team that tries to monitor dozens of portals with hundreds of published notices. Since the volume gets bigger, the concentration of the mind also becomes lower. The teams only start skimming rather than analyzing and meaningful opportunities pass unnoticed. This eventually forms a psychological tendency of teams trying to secure tenders that are most convenient instead of those that best suit their abilities.
Automation alters this relationship at a very basic level. Modern contractors do not have to search and re-search tenders; they specify their eligibility requirements and leave the systems to scan in the background. Relevant opportunities are brought to light automatically and irrelevant ones are filtered away before they even require the attention of a human being. This transforms tender discovery into a search problem into a filtering problem, which scales much better.
Automation enhances the quality of decisions in addition to saving time. Automated systems are used to execute the same logic in all portals and updates. No fatigue, no distraction, no bias against familiar departments and locations. Consequently, tender teams will only work with opportunities that have defined technical and commercial requirements.
This also transitions the contractors towards proactive bidding as opposed to reactive bidding. Manual teams have a tendency of receiving tenders late and have to hurry to meet deadlines. Prompt identification of opportunities by automated teams opens up room to further analyze, produce more comprehensive documentation, build more solid pricing strategies, and plan more effective consortiums. These margins of preparation are what decides the winner in competitive procurement.
The greatest benefit of automation, though, is that of data retention. Manual processes forget. Automated systems remember. Patterns start appearing when delicate information is recorded and patterned overtime. Contractors begin to learn how departments tend to prefer incumbents, which tender values would be consistent with their past performances, and which eligibility requirements lead to a high rate of disqualification. The decisions of bidding slowly change to be based on probability rather than intuition.
At BidSathi, this transition is facilitated by centralization of tender discovery, intelligent filters, and real-time alerts giving teams no longer the need to check dozens of sources manually. The practical impact is that the amount of time spent in search reduces, and more time is spent in enhancing bid quality.
This model is favorable to both small firms and big EPC players. Automation reduces the human resource needed to check on monitors and makes the number of people per output larger. A lean team with the appropriate system can compete with much larger organizations that continue to use manual work flows.
Where the real value is found is consistency. Most of the contractors emerge as winners of tenders occasionally. It is the issue of making a victory. The irregular pipelines cause cash flow stress, idle resources and rushed bidding decisions. automation stabilizes flow of opportunities, prior to win rates increasing. Predictability is what enables firms to plan, make proper resource allocation and eliminate bids that are based on desperation.
Automation is also accompanied by some minor psychological change. The tracking by hand raises always a certain anxiety of missing opportunities. Automated systems regain a feeling of control. The teams believe that suitable tenders would emerge that enhances concentration and discipline. The more that it is focused the better the bid and the better the results become.
With government procurement turning into a more competitive and compliance-oriented process, manual tender tracking will continue to lose ground. The contractors that succeed in the next few years will be those that treat the discovery of tenders as a data problem and removes noise by automation and invests the human energy where it will really generate value.
Not everything succeeds when it is automated. In a volume and complex market, however, manual tracking is becoming a sure way of ensuring stagnation.