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Optimisation of the process of responding to calls for tenders

Customer: 
Aeronautics sector, industrial supplier
Mission: 
Lean process
Customer scope: 

R&D manager, Marketing manager, R&D director, Sales representatives

Efficient Innovation team: 

1 mission director and 1 consultant

Given the generally very short deadlines for responding to calls for tenders and the need to provide the best possible response in order to win contracts without subjecting the company to risk, this company asked us to simplify the response process while making it as sound as possible.

Mission method: 

Analysis of the current response process (phasing, methods, participants, etc.) and interviews with various people having responded to tenders allowed us to define the weak points and points for improvement.

On the basis of these results, work group meetings were held which generated ideas for improvement. Our experience of responses to calls for tender resulting from our work with numerous customers allowed us to complement these ideas with inputs on effective methodology.

A new process was drawn up and then applied to two calls for tenders to test its effectiveness and pertinence.

Mission outcome 

The new process was shared and approved at the corporate level will be deployed systematically.

Indirect mission outcome 

Responding to calls to tender now involves all the lines of business concerned; it is a shared task in which everyone assumes their responsibilities. The response to calls for tender defines the cost of the product (based on a realistic cost target, even if at this level there is no such thing as a detailed solution), proposes variants/options for certain criteria, and does not focus solely on the technical aspects but on all the factors which contribute to a winning proposal.