How the Tender Process Works: A Guide for Public Sector Suppliers

Public sector tenders are formal invitations issued by public bodies. This includes central government departments, local authorities, and National Health Service (NHS) trusts.

For suppliers, understanding the tendering process is essential to finding opportunities and submitting compliant bids. Every step affects eligibility, scoring, and success.

In this article, we’ll discuss how the tender process works in the UK, the different types of tender processes and how they all fit together. We will also explain the key stages, procedures, and what suppliers must know to compete with clarity and compliance.

The Tender Process Explained: Step By Step

In the UK public sector, the tender process is a structured series of steps a buyer follows to plan, advertise, evaluate, and award a contract. From a supplier perspective, it covers everything from spotting the contract notice to receiving feedback after award.

Labels and procurement tender documentation may differ between authorities, but most regulated tenders move through six practical stages:

1. Pre-tender preparation and identifying opportunities
2. Tender opening and preparation to bid
3. Submitting the tender
4. Evaluation
5. Award
6. Post-award management

Step 1 – Pre-Tender Preparation And Identifying Opportunities

Every tender starts long before the notice appears on a portal.

From the buyer’s perspective, this stage includes defining the need, securing budget approval, and deciding on the procurement route. Many authorities publish pipeline notices, prior information notices (PINs), or early engagement notices to test the market and refine their specification. 

They may also run market-engagement sessions or “meet the buyer” events so potential suppliers can understand the upcoming requirement and ask questions.

From the supplier’s perspective, this is the point to build visibility of future work, not just react to live tenders. Effective activity at this stage includes:

• Monitoring pipeline notices, PINs, and prior award notices
• Attending early-engagement or supplier days where they are offered
• Reviewing meeting minutes, strategy documents, and plans to understand buyer priorities
• Using award data to see when existing contracts are due to expire

In an ideal scenario, a supplier has identified and shaped an opportunity before it becomes a formal tender, so they recognise the requirement as soon as it is advertised.

When the buyer is ready, they publish a contract notice, which is the formal announcement that they intend to procure goods, services, or works.

Above procurement threshold opportunities are published on the Central Digital Platform via the enhanced Find a Tender Service. Below-threshold and some additional opportunities are published on Contracts Finder for England and on devolved portals such as Public Contracts Scotland, Sell2Wales, and eTendersNI.

Step 2 – Tender Opening And Preparing To Bid

Once the notice and tender documents are released, the formal tender stage begins.

On the buyer side, the authority chooses a procedure, an open or restricted process. In an open procedure, all interested suppliers can submit a full bid in one stage. In a restricted procedure, suppliers first complete a selection questionnaire (SQ). Only shortlisted suppliers are then invited to submit a full tender.

On the supplier side, this stage involves deciding whether to bid and preparing a compliant response. Typical documents include:

• The contract notice and tender overview
• An Invitation To Tender (ITT) or Request For Proposal (RFP)
• A Selection Questionnaire (SQ) or equivalent
• Technical specifications or service descriptions
• Draft contract terms and schedules

The ITT is the main document that sets out what the buyer needs, how to respond, and how the tender will be assessed. It normally includes instructions, questions, pricing schedules, and draft contract terms.

The SQ is used to check basic eligibility and capability before full tenders are evaluated. It focuses on areas such as financial standing, experience, policies, and exclusion grounds.

A Request For Proposal (RFP) is used where the buyer needs suppliers to propose an approach or solution, not just a fixed product. The RFP sets out objectives, constraints, and evaluation criteria, and suppliers respond with technical, commercial, and delivery proposals based on that brief.

Preparation is more than reading the ITT. Suppliers should check eligibility and exclusion grounds and confirm they can meet mandatory requirements such as insurance and accreditations. They should also assess capacity to deliver alongside existing work and develop a bid management plan with clear responsibilities, internal deadlines, and review points.

During this stage, suppliers can also submit clarification questions through the portal to resolve any ambiguities in the documents. Answers are normally shared with all tenderers and bidders to keep the process fair.

A clear bid/no-bid decision at this stage avoids investing effort in tenders where the chance of success is low.

Step 3 – Submitting The Tender

Most UK public sector tenders are submitted electronically through e-procurement portals named in the tender documents. Key tasks before submission include:

• Structuring answers around the published questions and evaluation criteria
• Responding fully within word or page limits and in the required format
• Uploading pricing schedules, policies, certificates, and any other requested documents
• Checking file formats and size limits on the portal
• Ensuring all declarations and signatures are completed by an authorised person
• Allowing time for technical issues rather than submitting at the last minute

Non-compliance at this stage, such as missing attachments or a late upload, can lead to automatic rejection even where the offer itself is strong.

Step 4 – Evaluation

After the deadline, the authority evaluates all compliant tenders against the published award criteria. These are the quality, price, and sometimes social value factors the buyer uses to score bids, each with a weighting that shows how much it influences the final result.

After the deadline, the authority evaluates all compliant tenders against the published award criteria. Typical evaluation steps include:

• An initial compliance check against mandatory requirements
• Scoring by evaluators using a matrix aligned to the criteria and weightings
• Moderation to agree final scores and comments
• Identification of the most economically advantageous tender (MEAT), where the buyer balances quality, price, and, where applicable, social value to achieve the best overall outcome rather than choosing on lowest price alone

From a supplier perspective, this is where clear, evidence-based answers and accurate pricing translate into scores. Aligning closely with the stated criteria and weightings is essential.

Step 5 – Award

Once the evaluation is complete, the buyer makes an award decision.

Under the current regime, authorities publish a contract award notice on the Central Digital Platform and, in many cases, apply a standstill period. This is a short pause between the award decision being communicated and the contract being signed. 

During the standstill, unsuccessful suppliers are informed of the outcome and may request feedback or raise concerns within the allowed time. Only after the standstill period has passed, and any challenges have been resolved, can the contract be concluded and signed.

Only after the standstill period has passed, and any challenges have been resolved, can the contract be concluded and signed.

For suppliers, this stage is an opportunity to:

• Review scoring and feedback
• Understand where their bid performed well or fell short
• Capture lessons for future tenders

Step 6 – Post-Award Management

The tender process does not end at contract signature. How the contract is managed has a direct impact on future competitions and references.

On the buyer side, post-award management includes mobilisation, performance monitoring, managing key performance indicators (KPIs), handling variations, and reviewing outcomes against objectives.

On the supplier side, it involves mobilising teams, delivering to the agreed specification, reporting on performance, and resolving issues promptly. Strong contract delivery provides the evidence and references that support future bids and framework opportunities.

Types Of Tender Processes

Public sector buyers choose different tender routes depending on contract value, risk, and complexity. Under the Procurement Act 2023, and previously under the Public Contracts Regulations 2015, most regulated competitions are run using one of two main procedures, supported by limited direct award routes and long-term framework structures. 

For suppliers, understanding these options helps to judge which opportunities to target and how to shape a bid strategy.

Open Procedure (Single-Stage Route)

The open procedure is a single-stage route where any supplier who meets the stated participation requirements can submit a full bid.

It is typically used for clearly defined goods, works, or services where the buyer’s requirements are stable and there is no need for extended dialogue or negotiation. 

Because all qualified suppliers can participate, the open procedure maximises competition but can attract a large field of bidders. Suppliers need clear differentiation, compliant pricing, and strong evidence to stand out in a single submission.

Competitive Flexible Procedure (Multi-Stage Route)

The competitive flexible procedure is usually a multi-stage route designed for more complex, higher-value, or higher-risk contracts. It allows the buyer to design a process that may include:

• An initial selection stage to shortlist capable suppliers
• One or more stages of dialogue, negotiation, or demonstration
• A final tender stage for refined bids

In practice, this procedure can replicate elements of older “restricted”, “negotiated”, or “competitive dialogue” approaches, but with greater flexibility.

Restricted Or Two-Stage Competitions Within The Competitive Flexible Procedure

Historically, many public sector contracts were run under the “restricted procedure”, where only a shortlist of pre-qualified suppliers could submit a full bid. Under the Procurement Act 2023, similar two-stage models are usually delivered using the competitive flexible procedure.

In these competitions, the buyer first assesses capability, experience, and capacity, often via a selection questionnaire or earlier framework participation, and then invites a shortlist to submit full tenders. 

Competition is narrower, but the entry bar is higher. From a supplier perspective, these routes reward a strong track record in the sector and prior investment in pre-qualification and selection responses.

Direct Award In Limited Cases

Competition remains the default expectation in UK public procurement. Direct awards, sometimes described as single-tender actions, are only permitted in limited, justifiable circumstances, such as extreme urgency, technical exclusivity, or where no suitable tenders are received in an earlier competition.

Where a direct award route is used, authorities are generally expected to publish a notice explaining the legal basis for the decision. For suppliers, these are niche opportunities, but understanding when they arise can help in monitoring renewal points and incumbent positions.

Framework Agreements And Call-Offs

A framework agreement is not a separate procedure, but a structure for awarding multiple contracts over time.

• First, the framework is established using a competitive procedure (usually open or competitively flexible), and a list of suppliers is appointed for a defined term.
• Then, individual contracts, known as call-offs, are awarded either by direct award or by running a mini-competition among the suppliers on the framework.

For suppliers, winning a place on a framework can create a pipeline of opportunities, but it also means competing in several smaller, faster competitions over the life of the agreement. 

Specialist Contract Models

Design-build, turnkey, alliance, or similar structures are contract models, not separate tender procedures. They are usually procured using the open or competitive flexible procedure, then governed by the chosen contract form once awarded. 

Suppliers should check whether the contract model affects risk allocation, pricing, and delivery responsibilities, even when the underlying procedure is the same.

Here are a couple of helpful images you can modify to fit this blog: 

Additional Stages that can be included in a tender process

There is no one-size-fits-all approach to tendering, and different buyers may choose different steps, including or excluding elements that fit the project.

Request For Quotation (RFQ)

A request for quotation is used where the requirement is clearly defined, and the main comparison point is price. The buyer asks for written quotations covering unit prices, delivery, and basic terms.

Public bodies use RFQs for lower-value or repeat purchases. For suppliers, RFQs are shorter and faster than full tenders but still require compliance with the stated specifications and terms.

Competitive Dialogue For Complex Projects

Competitive dialogue is used for complex projects where the buyer can’t specify the exact solution at the start. After an initial selection stage, the buyer holds structured dialogue sessions with shortlisted bidders to explore options, refine requirements, and test deliverability before final tenders are submitted.

Under the current regime, these dialogue rounds are usually built into a competitive flexible procedure. For suppliers, they offer early engagement and the chance to shape the solution, but they also require clear records, consistent messaging, and the capacity to refine bids over several iterations.

What Makes Public Sector Tendering Different

Suppliers who work across both markets see similar steps on the surface, but the rules and expectations are very different:

For public tenders, compliance and alignment with stated criteria matter most. For private tenders, relationships, prior performance, and negotiation usually play a bigger role.

‍

Tips To Improve Your Tender Success Rate

Improving performance in public tenders is less about one-off tactics and more about building a consistent approach: choosing the right opportunities, submitting compliant, well-evidenced bids, and using feedback to refine future responses.

Be Selective And Qualify Opportunities Properly

High win rates start with disciplined bid/no-bid decisions. Successful suppliers don’t respond to every notice. They focus on tenders where they can clearly meet the requirements and offer a strong track record.

Before committing bid time, suppliers should check:

• Strategic fit with the organisation’s services and markets
• Minimum requirements, including financial standing, accreditations, and mandatory policies
• Contract value, risk profile, and delivery location
• Whether there is a realistic chance to outperform incumbents or established competitors

Build A Reusable and High-Quality Bid Library

Public sector tenders request similar information across different contracts, like case studies, delivery approaches, risk processes, and compliance documents. Suppliers that maintain a structured bid library can respond faster and with more consistency.

A practical library typically includes:

• Up-to-date case studies with scope, contract value, and measurable outcomes
• Standard method statements for key service areas, ready to tailor
• Team CVs and role descriptions
• Current policies and certifications (for example, ISO, health and safety, data protection)

The aim is not to copy and paste, but to start from strong, pre-approved content and adapt it to each buyer’s context.

Align Responses Closely With The Evaluation Criteria

Most public sector evaluations are based on the “most economically advantageous tender” approach, where bids are scored against published criteria and weightings rather than the lowest price alone.

To score well, responses should:

• Mirror the structure and language of the question and associated criterion
• Address every element of the requirement explicitly
• Show how the proposed approach reduces risk and supports the authority’s objectives
• Make it easy for evaluators to award high marks against the scoring guidance

General marketing copy tends to perform poorly. Evaluators need precise, criteria-focused answers.

Evidence Capability With Relevant Examples

Guides for suppliers consistently highlight the importance of evidence: buyers want to see that a supplier has delivered similar work successfully and can demonstrate results.

Strong responses typically:

• Reference recent, relevant contracts, ideally in the same sector or service area
• Include quantitative outcomes where possible (for example, savings achieved, response times, satisfaction scores)
• Explain the supplier’s role, challenges managed, and lessons learned

This moves the response from assertion to proof and helps evaluators differentiate between bidders with similar claims.

Plan Internal Governance And Reviews

Many bid failures are due to avoidable issues: missing documents, inconsistent pricing, or late submission on e-procurement portals. 

Effective internal governance usually includes:

• An owner for each bid, with defined roles across writing, pricing, and review
• A working timetable with internal deadlines ahead of the portal deadline
• A content review focused on clarity and persuasiveness
• A final compliance check against instructions, mandatory requirements, and submission rules

This reduces the risk of disqualification on process grounds rather than merit.

Use Feedback And Award Data To Refine Future Bids

Continuous improvement is a recurring theme in public tendering guidance and supplier playbooks. After each competition, suppliers should:

• Request and analyse debrief information where available
• Compare their scores with the winning bid especially on quality questions
• Capture common themes in strengths and weaknesses
• Update standard answers, case studies, and approaches to reflect what works.

Common Challenges In The Tender Process And How To Overcome Them

Even experienced suppliers run into repeated issues when bidding for public sector tenders. Many of these challenges are avoidable with qualifications, better planning, and stronger internal controls.

Misinterpreting Requirements

Suppliers sometimes misread the specification, scope, or mandatory requirements. This can lead to non-compliant solutions, gaps in coverage, or pricing based on the wrong assumptions.

How to overcome it:

• Read all tender documents in full before drafting any answers
• Involve technical and delivery leads early so they can test feasibility
• Use a simple requirements matrix to map each requirement to a response section
• Submit clarification questions where wording is ambiguous, following the buyer’s process and deadlines

A structured reading and clarification step reduces the risk of building a proposal on incorrect assumptions.

Bidding For The Wrong Opportunities

Chasing every tender that looks “interesting” spreads resources thin. Teams spend time on low-fit opportunities or contracts where there is little chance of outperforming incumbents.

How to overcome it:

• Define clear bid/no-bid criteria (fit, value, capability, capacity, competition)
• Apply these criteria consistently at the start of each opportunity
• Track win rates by contract type, sector, and buyer to refine focus over time

Selective bidding allows more time for high-quality responses where you are genuinely competitive.

Weak and Generic Responses

Some submissions reuse generic marketing text that does not directly answer the question or align with the evaluation criteria. Evaluators struggle to award high scores when responses are vague or repetitive.

How to overcome it: 

• Structure each answer around the question and award criteria
• Explain “how” you deliver, not just “what” you do
• Use headings, short paragraphs, and bullet points for readability
• Include specific examples and results that demonstrate capability

Targeted, evidence-based answers are easier to score and differentiate.

Insufficient Evidence And Case Studies

Buyers need proof that you have delivered similar work successfully. Without relevant examples, responses can look untested, even if your team has real experience.

How to overcome it

• Maintain a central library of case studies, updated with outcomes and metrics
• Select examples that match the buyer’s sector, scale, and service area where possible.
• Clearly state your role, the challenges, the actions taken, and the results
• Obtain permission where named client references are required

Strong and relevant evidence supports higher scores on quality questions.

Process And Compliance Failures

Late submissions, missing documents, incorrect file formats, or incomplete declarations can result in automatic rejection, regardless of the quality of the core proposal.

How to overcome it: 

• Create a submission checklist based on the ITT and portal requirements
• Assign ownership for each document and track status against internal deadlines
• Perform a final compliance review before upload, including signatures and attachments
• Aim to submit ahead of the deadline to allow for technical issues

Treating submission as a controlled process rather than an admin afterthought helps avoid disqualification on technical grounds.

Limited Use Of Feedback

Feedback from buyers is sometimes filed and forgotten. Teams repeat the same mistakes because lessons are not captured or shared. How to overcome it: 

• Request debrief information or assessment summaries after each competition
• Review feedback with the bid team and relevant subject matter experts
• Record recurring themes in strengths and weaknesses
• Update standard responses, templates, and training materials to address those gaps

Bottom Line

Suppliers who perform well in public sector procurement usually do three things consistently: 

• They are selective about what they bid for
• They build internal systems and teams to manage bids properly
• They learn from feedback so each submission is stronger than the last.

Stotles helps suppliers find, track, and qualify public sector tenders in one place, bringing together live notices, expiring contracts, and buyer signals from across government. 

Book a demo to see how you can filter opportunities by buyer, contract value, and topic, and set alerts so you do not miss critical tenders. 

‍