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Prepare tenders for catering contracts
D1.HCA.CL3.06
Trainee Manual
Prepare tenders for
catering contracts
D1.HCA.CL3.06
Trainee Manual
Project Base
William Angliss Institute of TAFE 555 La Trobe Street Melbourne 3000 Victoria Telephone: (03) 9606 2111 Facsimile: (03) 9670 1330
Acknowledgements
Project Director: Wayne Crosbie Chief Writer: Alan Hickman Subject Writer: Alan Hickman Project Manager: Alan Maguire Editor: Jim Irwin DTP/Production: Daniel Chee, Mai Vu, Riny Yasin, Kaly Quach
The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member States of the Association are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Viet Nam.
The ASEAN Secretariat is based in Jakarta, Indonesia.
General Information on ASEAN appears online at the ASEAN Website: www.asean.org.
All text is produced by William Angliss Institute of TAFE for the ASEAN Project on “Toolbox Development for Front Office, Food and Beverage Services and Food Production Divisions”.
This publication is supported by the Australian Government’s aid program through the ASEAN-Australia Development Cooperation Program Phase II (AADCP II).
Copyright: Association of Southeast Asian Nations (ASEAN) 2013.
All rights reserved.
Disclaimer
Every effort has been made to ensure that this publication is free from errors or omissions. However, you should conduct your own enquiries and seek professional advice before relying on any fact, statement or matter contained in this book. The ASEAN Secretariat and William Angliss Institute of TAFE are not responsible for any injury, loss or damage as a result of material included or omitted from this course. Information in this module is current at the time of publication. Time of publication is indicated in the date stamp at the bottom of each page.
Some images appearing in this resource have been purchased from stock photography suppliers Shutterstock and iStockphoto and other third party copyright owners and as such are non-transferable and non-exclusive. Clip arts, font images and illustrations used are from the Microsoft Office Clip Art and Media Library. Some images have been provided by and are the property of William Angliss Institute.
Additional images have been sourced from Flickr and SKC and are used under Creative Commons licence: http://creativecommons.org/licenses/by/2.0/deed.en
File name: TM_Prepare_tenders_for_catering_contracts_FN_030214
© ASEAN 2013 Trainee Manual
Prepare tenders for catering contracts
Table of contents
Introduction to trainee manual ........................................................................................... 1
Unit descriptor................................................................................................................... 3
Assessment matrix ........................................................................................................... 5
Glossary ........................................................................................................................... 7
Element 1: Identify tender requirements............................................................................ 9
Element 2: Determine ability to meet tender requirements and conditions ...................... 37
Element 3: Estimate costs .............................................................................................. 51
Element 4: Prepare submission for management ............................................................ 61
Presentation of written work ............................................................................................ 79
Recommended reading ................................................................................................... 81
Trainee evaluation sheet ................................................................................................. 83
Trainee Self-Assessment Checklist ................................................................................. 85
© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Introduction to trainee manual
© ASEAN 2013 Trainee Manual
Prepare tenders for catering contracts 1
Introduction to trainee manual
To the Trainee
Congratulations on joining this course. This Trainee Manual is one part of a ‘toolbox’ which is a resource provided to trainees, trainers and assessors to help you become competent in various areas of your work.
The ‘toolbox’ consists of three elements:
A Trainee Manual for you to read and study at home or in class
A Trainer Guide with Power Point slides to help your Trainer explain the content of the training material and provide class activities to help with practice
An Assessment Manual which provides your Assessor with oral and written questions and other assessment tasks to establish whether or not you have achieved competency.
The first thing you may notice is that this training program and the information you find in the Trainee Manual seems different to the textbooks you have used previously. This is because the method of instruction and examination is different. The method used is called Competency based training (CBT) and Competency based assessment (CBA). CBT and CBA is the training and assessment system chosen by ASEAN (Association of South-East Asian Nations) to train people to work in the tourism and hospitality industry throughout all the ASEAN member states.
What is the CBT and CBA system and why has it been adopted by ASEAN?
CBT is a way of training that concentrates on what a worker can do or is required to do at work. The aim is of the training is to enable trainees to perform tasks and duties at a standard expected by employers. CBT seeks to develop the skills, knowledge and attitudes (or recognise the ones the trainee already possesses) to achieve the required competency standard. ASEAN has adopted the CBT/CBA training system as it is able to produce the type of worker that industry is looking for and this therefore increases trainees chances of obtaining employment.
CBA involves collecting evidence and making a judgement of the extent to which a worker can perform his/her duties at the required competency standard. Where a trainee can already demonstrate a degree of competency, either due to prior training or work experience, a process of ‘Recognition of Prior Learning’ (RPL) is available to trainees to recognise this. Please speak to your trainer about RPL if you think this applies to you.
What is a competency standard?
Competency standards are descriptions of the skills and knowledge required to perform a task or activity at the level of a required standard.
242 competency standards for the tourism and hospitality industries throughout the ASEAN region have been developed to cover all the knowledge, skills and attitudes required to work in the following occupational areas:
Housekeeping
Food Production
Food and Beverage Service
Introduction to trainee manual
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Front Office
Travel Agencies
Tour Operations.
All of these competency standards are available for you to look at. In fact you will find a summary of each one at the beginning of each Trainee Manual under the heading ‘Unit Descriptor’. The unit descriptor describes the content of the unit you will be studying in the Trainee Manual and provides a table of contents which are divided up into ‘Elements’ and ‘Performance Criteria”. An element is a description of one aspect of what has to be achieved in the workplace. The ‘Performance Criteria’ below each element details the level of performance that needs to be demonstrated to be declared competent.
There are other components of the competency standard:
Unit Title: statement about what is to be done in the workplace
Unit Number: unique number identifying the particular competency
Nominal hours: number of classroom or practical hours usually needed to complete the competency. We call them ‘nominal’ hours because they can vary e.g. sometimes it will take an individual less time to complete a unit of competency because he/she has prior knowledge or work experience in that area.
The final heading you will see before you start reading the Trainee Manual is the ‘Assessment Matrix’. Competency based assessment requires trainees to be assessed in at least 2 – 3 different ways, one of which must be practical. This section outlines three ways assessment can be carried out and includes work projects, written questions and oral questions. The matrix is designed to show you which performance criteria will be assessed and how they will be assessed. Your trainer and/or assessor may also use other assessment methods including ‘Observation Checklist’ and ‘Third Party Statement’. An observation checklist is a way of recording how you perform at work and a third party statement is a statement by a supervisor or employer about the degree of competence they believe you have achieved. This can be based on observing your workplace performance, inspecting your work or gaining feedback from fellow workers.
Your trainer and/or assessor may use other methods to assess you such as:
Journals
Oral presentations
Role plays
Log books
Group projects
Practical demonstrations.
Remember your trainer is there to help you succeed and become competent. Please feel free to ask him or her for more explanation of what you have just read and of what is expected from you and best wishes for your future studies and future career in tourism and hospitality.
Unit descriptor
© ASEAN 2013 Trainee Manual
Prepare tenders for catering contracts 3
Unit descriptor
Prepare tenders for catering contracts
This unit deals with the skills and knowledge required to Prepare tenders for catering contracts in a range of settings within the hotel and travel industries workplace context.
Unit Code:
D1.HCA.CL3.06
Nominal Hours:
35 hours
Element 1: Identify tender requirements
Performance Criteria
1.1 Clarify key objectives and/or requirements of tender in consultation with management
1.2 Analyse fixed and variable costing elements in consultation with management
1.3 Identify and analyse tendering criteria and conditions
Element 2: Determine ability to meet tender requirements and
conditions
Performance Criteria
2.1 Assess ability to provide catering service/s specified in tender
2.2 Assess viability of tendering for the provision of catering service/s
2.3 Identify unique requirements of tender
Element 3: Estimate costs
Performance Criteria
3.1 Use enterprise rate and/or costing schedules to establish costing
3.2 Confirm availability of labour, equipment, materials and other relevant items according to enterprise requirements
Element 4: Prepare submission for management
Performance Criteria
4.1 Outline required resources and capacity within submission
4.2 Outline cost estimate within submission
4.3 Outline operational details within submission
4.4 Outline proposed products and outcomes required to meet tender requirements
Unit descriptor
4
© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Assessment matrix
© ASEAN 2013 Trainee Manual
Prepare tenders for catering contracts 5
Assessment matrix Showing mapping of Performance Criteria against Work Projects, Written
Questions and Oral Questions
The Assessment Matrix indicates three of the most common assessment activities your Assessor may use to assess your understanding of the content of this manual and your performance – Work Projects, Written Questions and Oral Questions. It also indicates where you can find the subject content related to these assessment activities in the Trainee Manual (i.e. under which element or performance criteria). As explained in the Introduction, however, the assessors are free to choose which assessment activities are most suitable to best capture evidence of competency as they deem appropriate for individual students.
Work
Projects
Written
Questions
Oral
Questions
Element 1: Identify tender requirements
1.1 Clarify key objectives and/or requirements of tender in consultation with management
1.1 1 – 4 1
1.2 Analyse fixed and variable costing elements in consultation with management
1.1 5, 6, 7 2
1.3 Identify and analyse tendering criteria and conditions
1.1 8 – 11 3
Element 2: Determine ability to meet tender requirements and conditions
2.1 Assess ability to provide catering service/s specified in tender
2.1 12 – 15 4
2.2 Assess viability of tendering for the provision of catering service/s
2.1 16 – 19 5
2.3 Identify unique requirements of tender 2.1 20, 21 6
Element 3: Estimate costs
3.1 Use enterprise rate and/or costing schedules to establish costing
3.1 22, 23, 24 7
3.2 Confirm availability of labour, equipment, materials and other relevant items according to enterprise requirements
3.1 25, 26 8
Element 4: Prepare submission for management
4.1 Outline required resources and capacity within submission
4.1 27, 28, 29 9
4.2 Outline cost estimate within submission 4.1 30 10
4.3 Outline operational details within submission 4.1 31, 32, 33 11
4.4 Outline proposed products and outcomes required to meet tender requirements
4.1 34 12
Assessment matrix
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Glossary
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Prepare tenders for catering contracts 7
Glossary
Term Explanation
24/7 Twenty-four hours-a-day, seven days-per-week
CBA Cost-Benefit Analysis
CEO Chief Executive Officer
COP Code of Practice
CV Curriculum Vitae (personal résumé)
CVP analysis Cost/Volume/Profit analysis
Client The person or business issuing the RFT
Deliverables The requirements of the catering contract
EMP Emergency Management Plan
F&B Food and Beverage
FIFO First In, First Out stock control
HACCP Hazard Analysis Critical Control Points
HR Human Resources
KPI Key Performance Indicator
PC packs Portion Control packs
RFT Request For Tender
ROI Return on Investment
RSA Responsible Service of Alcohol
SOLAS Safety Of Life At Sea
SOP Standard Operating Procedure
SME Small to Medium Enterprise
Glossary
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Term Explanation
Tenderer Person or business who submits a tender application
Tender price The price the business wants to charge for the work performed under the tender
Tender team Group of staff from within the business who assist in identifying tender requirements and preparing tender submission
Travel packs Food which is served from the site and taken off-site (for example) by employees working at a remote location
USP Unique Selling Points
QA Quality Assurance
Element 1: Identify tender requirements
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Prepare tenders for catering contracts 9
Element 1:
Identify tender requirements
1.1 Clarify key objectives and/or requirements of
tender in consultation with management
Introduction
When a Request for Tender has been obtained the first step is to determine what the objectives of the document are.
This section provides background information to tenders and the tendering process, describes activities necessary to identify and clarify tender requirements and provides examples of project deliverables.
Tenders and the tendering process
Tender – defined
A tender is a formal offer from you to do work for another person/business.
When the tender is accepted, a legally-binding contract is formed.
RFT – defined
An RFT is a Request For Tender.
It is a document from another person/business asking you to submit a tender stating how you will meet the needs specified in the RFT and the price you will charge for the products and services offered.
The tendering process
The tendering process can be seen as comprising the following steps/stages:
Identify the opportunity to submit a tender
Obtain the RFT documentation
Identify and clarify key objectives and/or requirements
Determine ability/capacity to meet tender requirements
Assess feasibility/viability of the tender
Determine resource requirements
Estimate/calculate costs
Prepare tender documentation
Submit tender
Speak to tender, if requested/short-listed.
Element 1: Identify tender requirements
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Reasons businesses issue RFTs
There is an increasing trend for companies to ‘tender out’ their work.
This may be because they:
Believe the tendering process is the best and most effective way to obtain high quality products and service at best price
Find tenders often develop new ideas and/or concepts for product and service provision as part of the offer made by those responding to RFTs
Want to identify what different providers have to offer
Are obliged by internal company requirements (or mandatory legislated obligations) to submit all contracts over a certain value to a compulsory, competitive tendering process.
Reasons businesses respond to RFTs
Not all businesses seek out RFTs.
If your business seeks to respond to RFTs it will be because they want to:
Increase market share
Expand the business
Increase revenue
Raise profit
Enhance business viability
Grow the reputation and market presence of the business.
Types of catering contracts
There is no limit regarding the type/nature of catering contracts for which an RFT may be prepared.
Clients can offer contracts for any form of catering to meet their specific needs.
Commonly, catering contracts are offered for:
Schools – day schools and boarding schools
Hospitals and aged care facilities, including:
Facility catering
In-home provision of meals
Prisons/jails
Work sites and canteens – including remote site locations, often involving oil rigs and mining sites
Hospitality venues – who do not want to operate their own food business within the facility
Sporting and entertainment venues – for the provision of catering at events
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Prepare tenders for catering contracts 11
Transport catering – which may relate to the provision of catering for:
Airline catering – in-flight and/or at terminals
Railway catering – on board and at stations
Cruise catering
One-off jobs with food service operators who wish to tender out the work they have secured.
Identify the opportunity to submit a tender
You can become aware there is an opportunity to submit a tender in the following ways:
Registering with government agencies to be included on their distribution list when they have RFTs to circulate. When you are registered you will automatically be forwarded notification and the relevant documentation
Regularly searching the internet:
Using key words such as <name of your country> + <catering contract>
Visiting known sites of potential/past clients who you know issue online RFTs
Reading an advertisement about the RFT in:
A newspaper – this is a common method for companies to notify potential tenderers that there is a catering contract available
A trade magazine
A government gazette
You will need to follow-up this advertisement by:
Visiting a website
Telephoning a contact person
Receiving direct communication from the client – sometimes the client will identify businesses it wants to tender for the work/catering they have to offer. In these cases they may directly approach you:
By telephone – to enquire if you are interested
By email – sending you an electronic version of the RFT
In person – arranging a meeting and giving you a copy of the RFF. This is most common where the two businesses have had previous dealings with each other
Registering and paying a Tender Information Service to:
Monitor suitable catering RFTs as they become available
Forward documents to you for contracts which meet the criteria/specifications you have provided.
Element 1: Identify tender requirements
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Obtain the RFT documentation
When you identify an opportunity to tender for a catering contract you will need to obtain the relevant RFT documentation.
Sometimes the RFT documents will be provided when you are notified of the opportunity to tender – either in electronic or hard copy form.
Obtaining RFT documentation may require you to:
Visit a website, register as an applicant and download the documentation
Telephone or otherwise contact a nominated person to request hard copy and/or electronic copies
Call in to a given address and collect a copy
Attend a general meeting – where all potential respondents are given a copy of the RFT documents and have the requirements of the tender explained to them.
Sometimes:
RFTs are provided free-of-charge to any business interested in tendering
There may be a need to lodge a non-refundable deposit/fee to obtain the RFT documentation.
Need to involve management
It is standard practice to involve management when considering an RFT.
It is necessary to involve management in this process to:
Gain the benefit of their experience and expertise with tendering – where they have previously participated in other tender applications
Identify if the business is interested in submitting a tender or not – because management has access to the Business and Strategic Plans of the business and can best determine whether the business is seeking to:
Grow or expand
Contract or down-size
Move into new market areas
Focus on new target markets
Re-position the business in the marketplace
Be made aware of the opportunity facing the business – so they can factor this into other thinking and planning for the business
Authorise actions necessary to research and prepare for the tender application – there is always a need for management to:
Agree to the time necessary for preparing a tender submission – this process always requires a large/significant amount of time
Authorise resources required for a detailed tender submission – such as visits to the client/work site as identified in the RFT, meetings with client and internal staff meetings, preparation of documentation
Element 1: Identify tender requirements
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Prepare tenders for catering contracts 13
Allow the ‘tender price’ to be calculated in a way that best suits the needs of the business – for example, management may:
Be desperate for the contract and so be prepared to approve a low tender price to win the business because of a poor cash flow position
Only want to tender if they can charge the ‘normal’ prices they charge for their products and services
Be prepared to tender at a lower price in order to break into a new market and/or start a business relationship with a new client
Insist a higher than normal price is included in the submission because of previous problems management is aware of when dealing with this client
Want to determine the profit which will flow to the venue if they win the contract.
Identifying and clarifying key objectives and/or requirements
It is vital to appreciate that:
The specific contents or requirements for all catering contracts will differ
You must understand the details of the contract – it is not sufficient just to have an overview or vague idea of what is required
There is a need to check and confirm you have all parts of the RFT documentation –many RFTs comprise a series of sub-documents which combine to produce the total RFT documentation. See below ‘Tender documentation’.
You can identify and clarify the requirements of an RFT by using a combination of techniques, such as:
Forming a ‘Tender Team’ – this is a group of people from within the organisation (see ‘Composition of the Tender Team’ below) who will assist with the tender application. They will help by undertaking activities such as:
Reading the RFT and contributing to analysis of it
Attending relevant meetings
Undertaking designated research
Performing calculations and costings delegated to them
Identifying, developing and trailing F&B options for the tender
Preparing draft materials for the tender submission
Reading and re-reading the RFT – this is a critical aspect of the process at this stage. You should:
Read the RFT on your own – this should be done:
– In a quiet place without interruptions
– Taking notes as you read – about issues requiring special/further attention, and items you need to clarify
– Posing questions you think need to be asked and answered as part of the decision making process (‘should we apply for the tender?’ for example)
Element 1: Identify tender requirements
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Re-read the RFT – you must always read the RFT at least twice – you will always identify new things the second time you read the document
Read the RFT with others – such as management or the Tender Team to get their perspective and interpretation about requirements and tender objectives
Making contact with the client – it is always necessary to make contact with the business presenting the RFT as a standard practice when considering responding to their offer.
Every RFT will nominate a contact person and this person MUST be contacted – see ‘Communicating with the nominated contact person’ below.
Examples of key objectives and requirements
‘Key objectives and requirements’ refer to the specific focus for the project/contract.
Many RFTs contain a document or section titled ‘Objectives’ or ‘Background’ or ‘Scope of Work’ or ‘Contract Specifications’ providing an overview of what the catering contract is all about.
This gives context for the tender and helps you determine whether or not you want to, or able to, proceed with the application.
Advice regarding key objectives and requirements for a catering contract may involve statements such as:
“The successful caterer will provide total catering services to workers, management and visitors on an oil rig situated 15 kms off-shore from a nominated city, providing four meals a day to cater for 24-hour shift works, 365 days of the year for a three-year period. A full-time crew of 345 personnel staff and operate the rig, comprising workers predominantly from XYZ countries. In addition there is a need to operate a shore-based function centre capable of delivering food and beverage services to 1,200 on an as-required basis subject to bookings from local businesses and communities. All rig employees of the successful tenderer will need to complete the mandatory SOLAS course and work a 14-day on and 14-day off rotation. All crew transportation and deliveries will be via helicopter. High seas and hurricanes are common in the platform area and the rig must be sufficiently provisioned to operate for a minimum of 15 continuous days without re-supply.”
“XYZ requires a caterer experienced with the provision and service of food in medical facilities to serve 18,000 meals per day to patients (average 14,000 meals per day), staff and visitors (average 4,000 meals per day) of a Grade B, medium-size in-patient hospital.
Element 1: Identify tender requirements
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Prepare tenders for catering contracts 15
Patient meals must be delivered to the wards where they will be served by nursing staff. Successful tenderers will need to produce rotating menus. This many comprise of two-week cycles with three courses with three choices per course for patients across a wide-range of specific health-related requirements (see Appendix C for details) to support specified medical and nutritional requirements. One ‘public’ canteen and two staff canteens also need to be catered for providing a range of pre-prepared and made-to-order sandwiches and rolls as well as 10 hot and cold meals per service session plus side dishes, non-alcoholic beverages and proprietary lines of biscuits and confectionaries.”
“The XYZ Boarding School requires the services of an experienced caterer to deliver meals, snacks and light refreshments for 450 children and 60 staff at their ABC campus. All children and staff are live-in at the school and rely on the caterer for all their food and beverage needs during the school year, as well as catering for camps, excursions and special events conducted by the school from time-to-time. The school has several students with special needs diets based on health or medical, cultural and religious requirements. Alcohol is to be served with meals provided to staff, parents and visitors, as well as at functions and nominated special events. The XYZ Boarding School believes in ‘health body, healthy mind’ and seeks a provider with demonstrated ability to prepare attractive, nutritional and tasty meals to underpin this philosophy.”
“ABC Penitentiary provides secure housing for 5,000 high-security inmates and employs 1,500 full-time staff. The facility is located in the ABC desert 120 kms from the nearest town and accessible only by road: a helipad is also available. Catering requirements for the period of the contract require:
Service of three meals-a-day to the prison population in four general dining halls operating two sittings per hall, per service session
Individual service of all meal types to invalid inmates in the infirmary and prisoners who are confined to their cells
Twenty-four hour operation of staff canteen providing hot a cold meals for sit-down and take away consumption
Annual functions for approximately 1,500 attendees for the Governor’s ball and the national Prisoner Progress Convention conducted in September each year.”
Bundling of requirements – catering contracts may also require a range of items to be provided in addition to the standard food and beverage requirements:
Provision of accommodation
Provision of transport
Establishment of kitchen facilities at the sites.
Element 1: Identify tender requirements
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
You can see how, from reading the Objectives or Background section of the RFT, you can quickly:
Gain an overview and understanding of the job or contract
Determine whether or not it is worth investing more time and money in preparing a submission
Identify any ‘knock out’ questions or issues which may automatically exclude you from applying.
Identifying ‘knock out’ questions or issues
‘Knock out’ questions or issues are any demands made by the client which you cannot meet.
They stop you being an eligible candidate for the tender.
Identifying them early is important to save you wasting time, money and effort submitting an application for a tender you have no real chance of winning.
Examples of knock out questions can include:
Need to have demonstrated previous experience – and your business has never had any
Need to be a ‘local’ company in another country – where you have no existing presence and are not willing to establish a presence
Applications may only be offered to national businesses – and you are based in another country
Need to hold a liquor licence to support the service of alcohol – but your company policies forbid you doing this
The magnitude, complexity or establishment cost for the project is simply too much for the size, experience or expertise of your business
Need to make an application as a sole provider – and not in conjunction with other businesses. This can rule you out of contention if you need to make a joint-venture submission
Need to use certain technology – which you are unable to fund or obtain
Inability to comply with specified issues – which may relate to security, environmental issues, employment, status of your business. The RFT may require only registered companies to apply.
Composition of the Tender team
Membership of the Tender Team should comprise:
Management representative – this may be the owner of the business in SMEs
A Tender Manager – this is the contact person for all communications relating to the tender submission. The Tender Manager has ultimate responsibility for preparing and submitting the tender application.
Element 1: Identify tender requirements
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Prepare tenders for catering contracts 17
Someone from Administration – to assist with accessing or providing necessary business information
Head Chef – to provide food-related expertise
Other cooking staff – with expertise/experience relevant to the requirements of the tender
Beverage manager – for advice/input of beverages, if required.
Communicating with the nominated contact person
Communicating with the nominated contact person should include:
Making initial telephone contact with them – to introduce yourself and indicate your interest in the RFT
Getting to know the client – it is extremely
important to do this in order to:
Develop a positive relationship between your business and the client – you need to do whatever is necessary to ensure the contact person is well-disposed towards you personally and towards your employer
Identify specific challenges and or other problems their business is facing – which may not be specified in the RFT documentation but which are important to them and which may form a significant part of the decision making process when they decide who to award the catering contract to
Get a better ‘feel’ for them/their business and what they want – it is a fact of life the expectations of clients usually exceeds what is contained in most RFT documents, and the only way to identify these additional requirements is to engage with the client in person
Arranging a face-to-face meeting with them – this may be at their workplace or at your venue/business. This allows you to:
View their office/workplace
Visit, inspect and gain an appreciation of the site where the contracts is to be undertaken. See ‘Visiting the site’ below
Show the client your workplace, its facilities and the resources you have available
Element 1: Identify tender requirements
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© ASEAN 2013 Trainee Manual Prepare tenders for catering contracts
Tender documentation
The entire tender documentation often comprises several individual documents, such as:
Cover document – detailing:
Name of the tender
Code number for the tender
Identification of all documents comprising the RFT documentation
Overview of the objectives for the tender
Conditions – covering:
– Definition and interpretation of terms used in the documents
Details of client
Description of sites where catering is required
Details of any mandatory meetings required for tender applicants – to obtain standardised details and information relating to the requirements of the tender
Information about short-listing of applicants
Rules applying to tender submission and submission requirements – more information about this is provided in section 3.1
Need to observe confidentiality
Rules governing communication with the client to obtain extra information – commonly, the client will respond to your queries and then forward the information they have given you to all other interested parties or applicants
Need to avoid conflict of interests
Period/term of the contract being offered
Need for compliance with terms and conditions specified in the RFT documentation
Need to provide warranties
Complaint handling and dispute resolution procedures
Need to indemnify the client
Rights and responsibilities of both parties in relation to the contract
Need for risk assessment
Requirement for insurance
Stipulation of mandatory reporting regarding implementation or discharge of the contract
Need to provide sample menus and names of products, ingredients or suppliers to be used
Evaluation criteria – which identifies how every submission will be evaluated, setting out
Details of criteria which will be used to judge the submission
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Prepare tenders for catering contracts 19
The relative weighting of each criterion – in numeric or percentage terms
Lowest price will not necessarily be awarded the contract
Reference to the fact that every submission will be assessed against certain points such as:
– Quality – as defined by the RFT
– Performance standards – as stated
– Other relevant matters – for example, environmental concerns, ethical purchasing of ingredients and products, use of local labour
– Previous performance
– Value-for-money
Application document – this is the official form which MUST be used as the basis for the tender submission and which is likely to contain space for you to address information regarding:
Formal acceptance of terms and conditions specified in the documentation
Information and details of your business
Confirmation of compliance with stated Specifications for the provision of goods and services as started in the RFT
Details of your previous experience and demonstrated capacity to meet the requirements of the tender
Alignment with designated:
– QA requirements
– COPs
– Certification – of the business and/or staff who will deliver the required products and services
– Pre-requisite training – such as ‘All staff must hold XYZ food safety certificate’
Service plan – detailing how food and beverages will be displayed and made available, include delivery of foods from the kitchen to patients in wards
Customer feedback – explaining how you will track the satisfaction of customers including patients, inmates or workers with the foods and beverages provided and with the service delivered to them
Monitoring and reporting of the contract
Details of the risk assessment which has been undertaken for the project – and the insurance policy which will cover the operation
Costings – detailing as appropriate to the RFT:
– Details of nominated sub-sections of food and beverages or other products or services required by the contract
– Selling prices for items
– Labour costs
– Management fees
Staffing details – identifying number and type of staff to be used
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Appendices – which may give space to provide:
– Curriculum vitae for staff to be used
– Outlines of previous tenders which have been discharged
– Sample menus – with recipes
– Photographs of meals
Invoicing for the contract – identifying how and when payment is required
Signatures of nominated persons – on behalf of your business to formally apply for the tender.
Visiting the site
Arranging the visit
You should always consider visiting the site, venue or location where the contract is to be undertaken.
Your visit:
May be required as a condition of the application
May need to be arranged through the contact person nominated in the RFT documentation
Can be undertaken at your own discretion without notifying the client of your visit – where the contract applies to an area which is open to the public.
Reasons to visit
Undertaking a personal visit to the site can reap many benefits and always provides a rich source of information which can be referred to when deciding whether or not to proceed with a tender submission and when constructing the actual application.
Your visit may enable you to:
Speak to staff who are working at the location – and gain their impressions and insights into:
The operation of the business
Problems they have identified
Suggestions for improvement
identification of potential for the operation
Trade volumes
Inspect the facilities and equipment – to:
Identify what is available
Gain an appreciation of its age and condition and/or need for repairs, maintenance, service or replacement
Learn the layout of equipment and utilities
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View a shift/session – to gain first-hand experience of the existing service protocols and the volume of trade being processed. This can be matched against claims made in the RFT regarding potential/required numbers of meals, whether per session, day or shift
Observe operations and evaluate the food and/or beverages being offered – in terms of :
Prices charged
Quality
Serve sizes
Plate appeal
Types of meals – names of dishes, brand names of packaged products
Ingredients used
Cooking styles and methods used
Talk to food or beverage consumers – to:
Obtain their feedback on the food and beverages on offer – in terms of relevant factors such as taste, quality, choices, serve sizes, availability
Obtain their feedback on prices
Obtain their feedback on service standards
Seek their suggestions for improvements
Identify the issues they rate as priorities for attention.
1.2 Analyse fixed and variable costing elements in
consultation with management
Introduction
When you have a sound and detailed understanding of the RFT documentation you can start analysing certain aspects of the offer in more detail.
This section identifies and discusses common costing elements of RFT documents.
Need to involve management or the Tender Team
Management and/or the Tender Team should be part of this analysis process because they can:
Help by providing advice based on their experience
Perform calculations required for analysing variable costs
Assist with necessary research – such as:
Sourcing products and prices
Obtaining quotations for ingredient and products
Determining availability of required resources
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Trialling/testing required elements – such as:
– Tasting ingredients
– Developing recipes
– Inspecting workplaces where service delivery is required – to determine resources and space available; to identify local issues problems and possible other opportunities
Provide direction about costs to be applied
Approve, reject or modify proposed costs
Identify ability of the business to obtain required resources to meet needs of each element.
Difference between and examples of ‘fixed’ and ‘variable’
elements
Fixed costs are costs which stay the same regardless of the volume of catering/food production which needs to be provided.
Examples can include:
Contract management
Insurance
Venue hire or rent
Security
Permanent staff
Maintenance or service agreements
Membership of organisations or associations.
Variable elements are items which vary with the amount of catering provided.
They may also be referred to as ‘semi-variable’ or ‘mixed’ costs.
They include:
Food
Beverages
Transportation
Power and other utilities
Staffing – to an extent, such as extra service, kitchen and cleaning (casual , part-time and overtime payments) staff required to cope with higher levels of catering or service delivery
Laundry.
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Considerations when analysing fixed costs
Because fixed costs do not change regardless of the production and service levels the only analysis required is to:
Ensure all fixed costs have been identified for all of the outcomes and deliverables required under the tender – it is vital all of these are named because failure to do can have a major, negative impact on the viability and profitability of the tender
Calculate the actual costs attaching to each identified fixed cost – this can mean:
Obtaining quotations
Sourcing options and possible alternatives
Undertaking price comparisons
Negotiating deals with suppliers and providers
Determine how the costs will be defrayed when the tender pricing/costing is done – for example:
Will you identify each cost and list the cost at ‘full cost recovery’ value only?
Will you add a percentage to each fixed cost? So you show a profit and return on each cost
Will you integrate all fixed costs into the pricing/costing for other tendered items? For example, assimilating all these costs into:
– A project management fee
– The individual selling price for products
– Costing for ‘food’ and/or ‘beverages’ as defined by the RFT.
Issues when analysing variable costs
Issues when analysing variable costs may include:
Identifying all items which can be classified as variable costs
Quantifying volumes for each identified item at a series of production/service points. For example:
Maximum volumes
Average volumes
Minimum volumes
This is particularly important where the RFT documentation requires you to provide costing on a ‘per meal’ basis, also referred to as ‘activity per service’, as it allows you to tender at three different volume rates.
Determining base costs and prices for each identified variable cost
Conducting CVP analysis
Considering required selling prices – as necessary for the RFT or as required to generate sales or profit required by your application
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Developing a comprehensive and relevant cost pricing strategy for each food and beverage items to be provided – determining relationship of costs to selling prices for items or ‘per meal’ revenue earned under the contract
Undertaking CBA for the project – or for individual components of the tender
Identifying the nature of deals which can be obtained from suppliers, such as:
Quantity discounts at different purchase volumes
Bonus offers – for buying certain amounts
Better terms of trade – such as more time to pay or increased discount for prompt payment
Identifying alternative uses for ingredients or products which may not be used at the client’s site – for example:
Some suppliers are prepared to take back items you are unable to use
If you operate another venue/catering business, you may be able to transfer perishables to this other venue and use them there
Determining relationship of costs to selling prices for items or ‘per meal’ revenue earned under the contract
Considering budget implications – for allocation of funds to budgets
Predicting contribution margins for products and elements – as part of Break-Even analysis
Determining these individual costs as a percentage of expected revenue.
Full cost recovery
Where you are asked to provide certain services to support the tender you may elect to do this on a ‘full cost recovery’ basis.
This means you only charge the client the same amount you paid to obtain the service from a third party. This approach does not generally apply to products.
For example if you were required to include travel and accommodation in your catering contract you might only cost out this expense to the client at the same rate/amount the travel agent charged you.
This means:
The client is not charged extra for the service
You do not show a profit/return on your effort
The price you quote allows the focus to be on just the food and beverages you are providing
It is a sign of goodwill towards the client – because, in effect, you are doing something for nothing as an ‘added extra’ for them.
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Cost plus
An alternative to charging/costing out an item at ‘full cost recovery’ is to charge the items (products or services) out as ‘cost plus’.
This means you charge the client:
The amount it cost you Plus, either:
A nominated percentage – such as ‘plus 10%’ or ‘plus 15%’,
A set ‘service fee’ per transaction.
1.3 Identify and analyse tendering criteria and
conditions
Introduction
Another initial step in identifying tender requirements is to identify and then analyse the specific tendering criteria and conditions set out in the RFT documentation.
This section indicates how tendering criteria and conditions can be identified, provides examples of possible criteria and conditions, and identifies considerations in their analysis.
Purpose of this stage
At the end of the process of you need to know with absolute clarity and certainty:
Exactly what products and services are required
Precisely when it is required to be provided – and the duration of the contract being offered
Where service provision is required – the location or sites for service delivery
How food and beverages are to be supplied
Limitations on or mandatory requirements applying to eligible tender applicants
Compulsory submission requirements as stipulated by the client
Date and time by which the application must be submitted.
You should have also:
Made contact with the client through their nominated ‘contact person’ – to demonstrate your interest in applying, clarify issues and develop a rapport.
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Identifying tendering criteria and conditions
You can identify the criteria and conditions for a tender by:
Reading the RFT document – the relevant criteria and conditions will usually be set out under headings such as:
Objectives
Deliverables
Goods and services to be supplied
Specifications of products of services
Service requirements
Terms and conditions
Proposed contract
Conditions for tendering
You will need to read all of these sections as each individual section can contain specific information not contained in other sections.
Attending pre-tender meetings – conducted by the client for those wishing to lodge a tender submission. This may be a mandatory requirement for tenderers or it may be optional. It is beneficial to attend these as doing so:
Demonstrates commitment to the tender
Enables face-to-face meeting with the client/their representative
Often provides extra detail not provided in the RFT documents
Provides an opportunity to ask questions
Gives you an insight into the competitors who are also likely to make a submission
Seeking clarification from the contact person named by the client in the RFT documents – remember in most cases the information provided to you as part of this explanation will also be provided to others who have registered as showing interest in applying for the contract.
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Tendering criteria
Criteria are standards or specifications relating to products and services which must be met in your tender submission to qualify you for consideration as a legitimate tenderer.
The information contained in the ‘Objective’ or ‘Background’ section of the RFT documents is addressed, expanded on and specified through the tendering criteria so there is some degree of duplication between these two areas.
Criteria may relate to:
Food safety – which may refer to application of HACCP procedures and protocols to the total food handling process with a view to identifying anything that could pose a threat to consumers. This process demands analysis of and establishment of control points and controls for the following food handling steps:
Purchasing of food
Delivery of food into the premises and its receival
Storage of incoming food – dry, refrigerated/cold, or frozen
Preparation of food – including thawing of frozen food
Cooking and processing of food – including cooling of hot food
Storing and holding of prepared or cooked food – hot and cold
Re-heating of previously cooked food
Packaging of food for take away or travel packs
Service and display of food – including self service
Transportation of food where food has to be transported to a secondary location or event
Catering to be provided – for example:
Breakfast, lunches and dinners
Suppers, morning teas and afternoon teas
Take away food requirements
Demand for travel packs
Provision of snacks, which commonly need to be available 24/7 – and may only need to be provided via vending machines
Volumes –number of meals to be provided on a daily or other basis
Dates – this may address:
Specific dates for specific catering
Dates/times when catering is not required
Duration of the contract – the dates the contract will start and finish
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Service times – on a daily basis for each meal type, for example:
Breakfasts – 05:30AM – 09:00AM
Lunches 11:45AM – 2:30PM
Dinner 05:45PM – 09:00PM
Overview of those to be catered for – which may include reference to:
Personal descriptors, such as:
– Patients and staff
– Prisoners and wardens
– Students and teachers
Age ranges
Nationalities
Gender
Types of food to be provided – detailing, for example:
Types and cuts of meat and fish
Types of fruit and vegetables
Nomination of certain dishes(including provision of quantity foods recipes for these dishes
Specification of diet types to be provided – this is more important in institutions such as hospitals, aged care facilities, prisons and schools, but of increasing importance in other venues and facilities. RFT documents may require, for example, the need to provide food which caters for:
Low-fat menus
Low-salt menus
Diabetic menus
Gluten-free menus
Meals across a specified range of calorific content
Nominated vegetarian requirements
Certain allergies
Quality-related criteria – which may address:
Use of fresh food – or designated requirements regarding amount of fresh food to be used
Prohibitions on nominated foods – there may be a specific ban on the use of:
– Certain foods
– Use of certain suppliers
Speed of service of food – detailing number of people to be served in a given time or at a designated service period
Need for action to be taken to swab work surfaces and food equipment and forward the
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specimens to a designated laboratory for analysis to determine the level and type of microbiological contamination
Pricing – RFT documentation may prescribe:
Maximum selling prices which can be charged for items – for example in a staff canteen when selling to workers, or in a public canteen at a hospital
Parameters for food cost percentages for dishes
Selling points for nominated food and beverage types
Cooking or preparation methods – commonly separating dishes into ‘wet’ or ‘dry’ dishes and specifying cooking methods which can be used, must be used or must not be used, for example:
Boiling
Frying
Baking
Poaching
Stewing
Braising
Grilling
Cooking styles which must, should and/or should not feature on the menu, such as, for example:
Chinese
Mexican
French
Italian
Asian
Western
Service styles – focussing on how food is to be served to those who will eat it. Considerations may include:
How meals are to be displayed
How meals are to be served and service style
Requirements for packaging take away food
Requirements for enabling provision of hot and/or cold travel packs
Liquor service – if the RFT covers the service of alcohol criteria commonly address:
Need for successful tenderer to apply for a nominated type of liquor licence
Need to maintain the licence for the duration of the contract
Requirement to transfer licence to next successful tenderer at conclusion of this contract
Ensure all liquor service staff have completed a nominated RSA course
Comply with all legislated obligation
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Contract management team – detailing:
Structure of the team
Roles and responsibilities
Required contact details
Their CV
Customs, religions or cultural requirements or restrictions to be catered for – for example food requirements as they apply to:
Islam
Buddhism
Hinduism
Judaism
Lifestyle diets
Ancillary requirements – which can cover a multitude of food and beverage-related topics such as:
Condiments – such as salt, pepper, mustards, sauces and other specified items and how they are to be provided. For example:
– In shakers, pots, bottles or other suitable shared containers?
– In PC packs?
– Supplied ‘inclusively’ or sold to those who want them
Type, style, quality and quantity of crockery, cutlery glassware and other service ware
Serviettes or napkins
Tablecloths.
Tendering conditions
Conditions are requirements you must accept as part of the process of making a tender submission for this contract with this client at this time.
For example, conditions may apply to:
Using existing kitchen and service as currently provided at the contract site – or being prepared to provide any extra equipment required ‘at own cost’
Providing nominated equipment at tendered own cost’
Nominating certain types of equipment to be used for specified operations
Accepting the payment terms and dates offered in the RFT document
Agreeing:
To making a personal presentation to the client to explain the submission
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The client reserves the right to alter food and beverage requirements at any time subject to:
– A minimum advance notice period – such as 30 days for special events/changes to previously agreed delivery requirements
– Joint agreement – between you and the client
– Necessary adjustments to original or agreed payments
That the decision of the client as to who is the successful applicant is final.
Considerations in analysis
When analysing the tendering criteria and conditions, you and your tender team need to pose and develop answers to a series of questions based on the topics and constraints raised in the RFT.
The nature of the answers you honestly provide to these questions will be highly influential in deciding your next step or if you proceed to the next step.
Questions may include:
Do you have the necessary experience called for in the RFT?
Can you prove this?
How should you prove this experience?
Which past or current catering contracts will you refer to?
Who might provide you with a Letter of Commendation to support the application?
Can you provide the required products and services at the sites listed?
How can you deliver these products and services?
What do you know about this site, location, town or venue?
What problems or challenges does this remote location pose?
How will you transport materials and equipment to the site on a regular basis and how much will this cost?
How will you get staff to and from the site?
What staff do you have who can fulfil the requirements of the RFT?
Are there any special needs in terms of knowledge and skills required for the preparation or service of food at the nominated venues?
Are they willing to work on this project or at this location?
What staff would you need to recruit?
How difficult might it be to recruit the required staff?
How much would you need to pay staff working on this project/contract?
Do the requirements of the RFT:
Meet/align with the stated plans and strategies of the business?
Integrate with existing operations?
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Enable the business to:
– Pursue identified new markets?
– Gain identified market share?
– Re-position itself in the marketplace or eyes of consumers?
What money needs to be spent:
To buy new plant, equipment, machinery or utensils to enable required products and services to be provided?
To train staff to required standards or certification?
To develop and implement systems, SOPs, policies, COPs, protocols and QA requirements specified?
To renovate, refurbish or otherwise bring the contract location to the required level of safety, cleanliness and appearance?
When does it need to be spent?
Will existing systems and protocols in the business integrate with other service provisions at the contract site – in terms of:
HR – in areas such as:
– Rostering?
– Payroll?
– Training and development?
– Induction and orientation?
– Industrial relations?
Stock management – covering:
– Purchasing?
– Issuing?
– Control and monitoring/tracking?
Recording and reporting?
Internal communications?
Determining financial performance of the contract?
Cash control protocols – regarding:
– Cash handling and cash security on-site?
– Budgets?
– Accounting operations and bookkeeping?
Do you need to seek a joint-venture partner to assist with:
Financing the project?
Giving the necessary experience and expertise to the application?
Providing ‘local’ knowledge of the site/?
Are you prepared or otherwise ‘able’ to comply with:
Insurance requirements?
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Timetable or delivery schedules?
Registration of your business with a nominated organisation or authority?
Business type or status requirements?
Other eligibility criteria as stated in the RFT?
Limitations and constraints imposed?
Conflict of interest requirements?
Lodgement provisions – for example:
– If submission is required to be hand-delivered in a foreign country, are you prepared to pay someone (airfares, accommodation, and time) to do this?
– If there is a need to send three people overseas to make a formal presentation (face-to-face) of the tender, are you willing to do this? Can you afford to do this?
Have you investigated requirements relating to contract-specific requirements – such as:
Setting up a business in a foreign country?
Securing operating license, permits and other in-country authorisations?
What requirements including documents, limitations and evidence, apply to overseas countries and aliens working in-country?
Food safety? Taxation? Occupational health and safety?
Are you prepared to disclose certain information and problems your business has encountered? Many applications require you to identify:
Civil action the venue is party to
Criminal action initiated against the venue
Orders or injunctions made by authorities requiring the venue to take prescribed action
Financial statements showing the financial status of the organisation
Nominated operational and other plans for the business
Potential conflicts of interests.
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File and share information
Standard practices in relation to all information relating to a tender submission are to:
Create one or more relevant paper-based or electronic files – and file all relevant information
Share the information gathered with all members of the Tender team – in hard-copy or electronic form.
Information which should be filed and shared includes:
Copies of all RFT documents – and copies of all generally-released extra information. This may include:
Amendments and updates to the original suite of RFT documents
Responses to questions posed by you or other tender applicants
Personal comments, notes, questions and issues on the basis of:
Reading the RFT
Inspecting worksites
Talking to the designated contact person
Research undertaken
Feedback obtained – from (for example):
Previous businesses that have won the contract you are applying for
Past/existing workers at the contract venue
Authorities/agencies which have legislated jurisdiction over and responsibility for the business
Customers/users of the catering provided
Relevant documentation – which can include:
Venue policies and procedures
Venue plans and strategies
Legislation applicable to the tender
Sample menus
Quotations from suppliers
Advice from service providers – such as insurers, service technicians, legal counsel, accountants and financiers
Draft – and final – responses to requirements of the RFT.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You must submit documentation, suitable evidence or other relevant proof of completion of the project to your Trainer by the agreed date.
NOTE: This Work project forms the basis for all subsequent Work Projects
1.1 To fulfil the requirements of this Work Project you are required to obtain RFT documentation for a catering contract and prepare a report which:
Includes a hard copy of the RFT documentation
Details the key objectives and requirements for the tender
Identifies and analyses the fixed and variable costing elements
Identifies and analyses the tendering criteria and conditions
Details (if applicable) the evaluation criteria for assessing tender submissions.
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Summary
Identify tender requirements
When identifying tender requirements:
Actively seek out tender opportunities and obtain RFT documentation
Read, identify and analyse the requirements of the RFT
Create a Tender Team to assist with tendering
Identify ‘knock out’ topics/requirements as soon as possible
Involve management in identifying tender requirements
Make contact with the client to ask questions, clarify issues and arrange a meeting
Try to visit and inspect the venue/worksite where the work is to be carried out
Identify all fixed and variable costing elements
Request administration or management to analyse identified costing elements
Ask/pose lots of questions
Identify and analyse all tendering criteria and conditions listed in the RFT
Continue involvement of management and the tender Team throughout the initial analysis and identification processes
Identify the evaluation criteria which will be used to judge the tender submission
File all tender-relevant information and documents
Share all information openly with Tender Team.
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Element 2:
Determine ability to meet tender
requirements and conditions
2.1 Assess ability to provide catering service/s
specified in tender
Introduction
An important element of determining your ability to meet tender requirements and conditions is the need to assess your ability to provide the required catering services specified in the RFT.
This section discusses the importance of this point and explains how the assessment is made.
Importance of assessing your ability to meet requirements
The assessment of your ability to provide the services and products listed in the RFT is important to:
Assist in the decision about whether to proceed with the application or not – the earlier this decision can be made, the better as it costs time and money to prepare a response to an RFT
Identify the resources necessary to discharge contract requirements – in terms of:
Physical resources
Human resources
Financial resources
See ‘Identifying resources’ below
Serve as a basis for assessing the viability of tendering.
Assessing ability to provide required catering services
The basic process
Assessing your ability to provide the outcomes/deliverables as identified in the RFT documentation must address these activities:
Involving Management and the Tender Team
Allocating time/meetings for this stage of the process
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Confirming RFT requirements and ensuring there is a comprehensive and detailed understanding of the requirements – which MUST be underpinned by feedback and additional information received as a direct result of:
One-to-one contact with the client
Site visit and inspection
Willingness to undertake necessary research:
With suppliers, providers and support services in relation to product and service availability, continuity of supply, terms of trade, delivery, prices and quality
In relation to developing, testing/trialling and costing recipes
To prepare sample menus
To draft and cost model staff rosters for operational aspects of the tender
Asking and answering a series of questions – see below.
Asking and answering a series of questions
Questions which need to be addressed include:
What is required? You can only start this process when you have a full understanding of what is required under the RFT.
What products and services have to be provided?
When and where?
What are the performance measures (KPIs, service standards and associated criteria for food, service, food hygiene and other relevant factors) for each aspect of the contract?
How many staff are required?
Can the business do this? Can you actually deliver what is required?
What factual evidence is there to support the answer to this question?
What is your ‘gut feeling’?
What is your demonstrated experience?
What is your potential?
Does the business want to do this?
Why? Why not?
If you won the contract:
When could you start? Does this fit with RFT requirements?
Is the work in accordance with organisational plans for the development/growth of the business?
Does the work align with current workplace activities and culture?
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Would the new contract require you to diversify into areas which are not your core business? Many businesses have strictly identified activity and operational parameters and they may refuse to take on a contract which takes them outside these boundaries.
What are the restrictions or challenges posed by the contract?
Is the contract site ‘too remote or distant’? For example, is the delivery site in another country?
Are there significant potential problems in relation to:
– Language barriers?
– Cultural issues?
– Procurement of materials?
– Delivery of products onto the site?
Why has the client issued the RFT documentation?
Is it because a previous caterer has tried and failed? What does this mean? What signals does this send to you?
Have they found it is too difficult and/or expensive to deliver the required products and services? If they cannot do what is required, why/how can you?
Is the client genuinely committed to the project or do they appear to be trying to distance them from it?
What does the client know about your organisation?
Do they know you exist?
Have you contracted with them before?
Are they aware of your work, the other clients you have and or similar work you have already done?
Have they indicated they want you to win the tender but must go through the process of offering the tender for legal or other reasons?
What do you know about the client?
What problems or challenges are they facing?
What is important to them, and why?
What are the resource implications? See below
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Identifying resources
Identifying resources required to deliver tender requirements involves completion of the following activities:
Naming the resources
Attaching numbers to each of the identified resources – such as volumes, quantities, volumes, amounts, hours
Preparing job descriptions for positions – to assist in determining the staff who need to be recruited, and or the training which needs to be provided to your existing staff
Conducting preliminary discussions with possible financiers to identify their potential for providing financial support for the project – and identifying the amount of finance they may be able to supply and the cost of that funding
Identifying and or confirming resources already available at the contract site – and establishing the condition of each available item including plant, equipment, machinery, infrastructure, utensils, crockery, cutlery, systems and technology
Determining acquisition options for each classification of resources as appropriate – see below
Identifying and resolving problems and issues associated with obtaining the identified required resources
Calculating cost for each set of resources
Determining on-going costs – such as service and maintenance, staff training, repairs and replacements.
Acquisition options
You may consider the following when assessing how to obtain resources:
For physical resources
Options can include:
Using existing resources – either:
As provided ‘on site’
Which you already own within your venue
Items which are available from other workplaces in your wider organisation
Purchasing – new or used
Leasing
Renting or hiring
Joint-purchasing with a partner.
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For human resources
Options can include:
Multi-skilling existing staff
Up-skilling current workers
Recruiting new staff with required experience and expertise to fill new positions
Outsourcing certain services
Engaging more staff to supplement available staff
For financial resources
Options can include:
Obtaining loans from financial institutions
Seeking private investment
Negotiating better terms of trade with suppliers
Searching for government or other subsidies.
2.2 Assess viability of tendering for the provision
of catering services
Introduction
There is always a need to assess the viability of providing a response to an RFT
This section identifies and discusses determination of the viability of tendering within a specific organisational context
Considerations and context
Determining the viability of tendering for the provision of catering services involves analysis and evaluation of many factors.
These factors will vary between RFTs.
While profitability is nearly always a principal consideration, there are frequently many other matters which should impact your thinking and the final decision about whether or not the tender is a viable one.
What is ‘viability’?
Assessing viability seeks to answer the question ‘Is it worthwhile submitting a tender for this catering contract?’
Determining the ‘viability’ of tendering for the provision of catering services under a contract requires to a formal and structured analysis of the topics listed below.
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Costs involved in the tendering process
This relates to the time and expenses involved in submitting an application – this may mean you are involved in costs related to:
Meetings – internal Tender Team meetings, meetings with management and external meetings with the client and other stakeholders
Research – into tender requirements, the site, competitors, previous product and service provision on site, legal compliance requirements, resources required
Development – of new required menu items, policies and procedures, service protocols to meet stated requirements
Testing – of products as well as SOPs and service and other protocols
Fees associated with the application – there may be a need to pay a fee to register as a tender applicant
Complexity and requirements of the RFT response – some RFTs can be relatively short and require only basic information to be provided while others can be very detailed and demand you submit well over 100 pages. There is obviously a very strong link between the information and detail required in the submission and the time it will take to research, prepare and submit an application.
Travel – to:
Meet with the client
Attend information sessions
View sites
Identify and negotiate with local suppliers
Hand-deliver your submission
Make a presentation to support your application
Build a positive relationship with the client.
Time-related factors
The importance of certain factors which influence viability is likely to vary over time.
A critical factor ‘today’ may be an irrelevancy ‘tomorrow’.
Something not relevant today may be a vital consideration tomorrow.
For example:
If you have a low cash flow situation and desperately need revenue, then even a contract which fails to deliver the normal ROI is likely to be pursued – because ‘some cash is better than no cash’
Conversely, if you are ‘busy’ and generating sufficient cash and profit you will not need to win the contract as much as in the previous situation.
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Site location
Some tenders are attractive and viable if they exist ‘nearby’, which may be within a given distance, within the same city, within the same country or in an adjoining country.
Other applications may, simply by virtue of their geographic location, render the RFT an unviable proposition due to issues relating to:
Travel and transportation
Lack of local knowledge
Cultural and language issues
Different legislated obligations.
Profitability
Profitability may be judged primarily in two ways and it is up to you, management and the Tender Team to determine what the profitability criteria are for individual tenders.
Profitability may be seen:
In strict monetary terms – the amount of profit expected to be earned from performing the contract
In percentage terms – judging either or both of:
The overall ‘return on investment’ to be gained from participation
The percentage mark-up to be obtained on food and beverages.
What other potential opportunities exist with this client into the future? Will undertaking this contract better place you to tender for future (more lucrative) contracts?
Future considerations
There are often times when you will be obliged to tender for a contract even though you know you will not profit from being awarded the contract.
This can be acceptable in situations where:
You believe undertaking this contract better places you to tender for future contracts
Your organisational plans required you to break into this new client or market
Your strategy is to secure the contract and learn more about the operational requirements of the client and this type of catering service on-the-job, so you are better prepared and more informed for future opportunities.
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Other tender applicants
Unless you are the only business to which the RFT has been provided it is always worthwhile considering the competition ranged against you in terms of who else is applying for the contract.
Who else do you know or think is applying? You can identify this by asking around, and through attendance at information sessions related to the RFT. When you have identified them you need to undertake some form of competitor analysis:
What is their history and track record?
What are their Strengths and Weaknesses?
What Opportunities and Threats do you think the tender poses for them?
What are their USPs?
What approach to the RFT do you think they are likely to take? Will they seek to compete on the basis of:
– Price?
– Expertise in the type of facility where the catering is to be provided?
– Previous experience in the geographic area?
– Their proven and demonstrated track record?
– Management proficiency?
– Innovation?
– Technology?
Can you realistically expect to compete against them?
Are they a genuine threat?
Is a regular contractor applying? And is this likely to mean they will get the contract because the client is familiar and happy with their past performance? It can be a fact of life some RFTs are issued simply to comply with a legal or internal requirement: the reality is sometimes the decision about who will be awarded the contract has been made before the RFT has been distributed.
Is the current or previous contractor applying or not? This requires you to:
Find out how they have performed
Determine whether or not the client is satisfied with their performance
Try to find out their satisfaction levels with the results/profit/outcomes from the previous contract
If they are not re-applying, asking them why not
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Identify any competitive advantages you have over these organisations – what innovations are you able to offer that the competition cannot?
Is it a competitive tendering process, or is your business the only one asked to tender? You will be encouraged to submit a tender if you know you are the only applicant.
Outcomes of risk analysis
Your risk analysis must reveal either:
There are no significant risks associated with the contract
or
You can implement suitable risk controls to eliminate or sufficiently mitigate identified risks.
Risk management
A formalised risk management is undertaken by many operators for large RFTs and you need to know what the outcome of the risk assessment is.
The process addresses three stages:
Risk identification for the project – identifying risks your businesses sees as being attached to the project if you were the successful tenderer
Risk analysis – a process where you evaluate the identified risks to determine their potential Consequence and Likelihood, and identify and analyse possible control for each of the risks which have been listed
Risk control – where each of the identified risks has (at least one) control allocated to it in order to ensure the risk posed can be effectively mitigated
Your analysis of the risk assessment must look at:
Effectiveness of each control
Cost of implementing controls
Associated legalities
Impact on operation of the business.
Other factors and issues
There are nearly always ancillary issues which are factors in your thinking when determining viability of a tender.
These considerations may address a wide range of topics such as:
Would winning this tender enhance your image or build your brand in the marketplace?
Do you have existing spare equipment or other capacity which could be productively and profitably used on this contract?
Would winning the contract provide you with a useful and beneficial second outlet for menu items and food and beverage products?
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2.3 Identify unique requirements of tender
Introduction
Because all catering contracts are unique, all RFT requirements will be unique.
This section identifies how to identify unique requirements and gives examples of what these requirements have been in previous RFT documentation.
Identifying the requirements
The same techniques used to determine the objectives, requirements, criteria and conditions for a tender are the same ones used to identify ‘unique requirements’.
To re-cap previous notes, these methods involve:
Consulting with management
Using the Tender Team
Reading and reading the RFT
Making sure you understand the RFT
Clarifying ambiguous terms, statements and requirement listed in the RFT documentation
Asking questions of the client
Attending pre-tender meetings.
In addition there is always a need for you to:
Use common sense – to evaluate the nature, complexity and importance of each unique requirement
Apply industry knowledge – about how to determine and respond to unique requirements
Use venue knowledge – to recognise what is standard and what is ‘unique’ in terms of what your organisation can provide.
The nature of ‘uniqueness’
Certain requirements as stated in the RFT documentation can be unique (see ‘Examples of unique requirements’ below) but it is important to understand ‘uniqueness’ can be relative.
What is ‘unique’ for you or your business, may not be unique to another tender applicant.
For example:
If the tender required you to provide catering services in a country where you had not previously worked, then this would be unique – if you had delivered contracts in that country before then this requirement would not be unique
If you were applying to deliver catering to a hospital and had only ever delivered catering services to prisons and sporting arenas then this ‘hospital’ focus would be unique for you.
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Examples of unique requirements
In practice there is no limit to what a client may requests in their RFT documentation, so it is impossible to create an all-inclusive list of unique requirements.
The following, however, is an indicative list:
Requirement to provide food and beverage 24/7
Need to use local or specific, nominated suppliers
Requirements to cater for a specific culture
Need to provide meals to meet certain dietary requirements
Occasional need to provide catering for ‘special events’ in addition to the normal, day-to-day catering requirements – such as need to cater for:
Board meetings every month
Annual General Meetings
Fundraising events
Celebrations
Specified meetings, functions and events
Need to operate a liquor licence
Requirement to produce a given number of choices per course or service session
Need to offer a stipulated range of take away items
Need to sell a given assortment of packaged foods and beverages for retail sale
Demand for different classifications of food to be served at the one time – for example, there can be a need to produce:
One type, style, quality of food for the public in the general public outlets – at a given set of prices or selling points
A different range and or standard of food for patients
A further range including type, style and quality of food for hospital staff and doctors – at different price points to the canteen
Shut-down at given periods – for example at boarding schools
Need to align operations with designated Codes, QA systems or other criteria
Necessity to employ a given number or percentage of local employees
Mandatory requirement to use nominated equipment or service systems – to prepare, deliver or serve food
Need for the client to taste test and approve menu items before they can be offered
Adherence to designated food safety protocols
Mandatory reporting requirements
Requirement to participate in stipulated meetings with the client to discuss progress, resolve issues and make recommendations for improvement to service delivery
Compulsory training or certification for staff
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The right of the client to inspect the premises and provision of catering services either ‘on demand’ or at identified times
Maximum selling prices which you can charge for items to be provided
Stipulation payment for services rendered will only be made at certain times
Requirement for your organisation to join a nominated industry association when/if it wins the contract
Necessity to provide a management structure/team at the project site and/or for the contract
Requirement to provide evidence appropriate risk management for the project has been undertaken
Need to provide identified financial statements and disclose other information which is usually regarded as ‘commercial in confidence’
Requirement to identify the supply chain to be used for materials and ingredients
Need to provide emergency procedures to deal with nominated occurrences at the catering site.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You must submit documentation, suitable evidence or other relevant proof of completion of the project to your Trainer by the agreed date.
2.1 Using the RFT which formed the basis of your response to Work Project 1.1 prepare a submission which:
Explains or demonstrates how you would assess the ability of an organisation to provide the required catering services making reference to specific points/requirements identified in the RFT documentation
Explains or demonstrates how you would assess the viability of tendering with reference to the nature, context and requirements of the RFT
Identifies unique requirements of the tender explaining why (in your context) you have identified them as unique.
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Summary
Determine ability to meet tender requirements and conditions
When determining ability to meet tender requirements and conditions:
Assess your ability to provide the required catering services
Identify the human, physical and resources required
Involve management and the Tender Team in all considerations and activities
Pose lots of questions
Consider a range of resource acquisition options for identified need
Determine the context of the contract for your business, its focus and its operations
Calculate the financial and other costs involved in making an application
Determine viability of the tender
Consider all relevant factors, not just profitability
Do an analysis of identified competitors
Undertake a risk analysis process, where/if necessary
Be aware of all unique requirements for the tender.
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Element 3:
Estimate costs
3.1 Use enterprise rate and/or costing schedules
to establish costing
Introduction
A vital aspect of all tender applications is to establish the costs you will incur in delivering the services required by the contract.
This section discusses the importance of costing and identifies the use of a variety of rate and/or costing schedules as part of this process.
Importance of this step
Establishing correct and competitive costing is such an important phase of the tender development process because:
Your tender price will need to reflect and (usually) cover the identified costs associated with providing the required products and services – this underlines the need for most submissions to return a profit to your organisation
The organisation which wins the tender is mainly determined on the basis of the tender price they submit – subject to other factors such as quality, compliance, value for money, performance and other nominated evaluation criteria
Clients usually expect the tender price to represent a saving to them assessed against the cost they would incur in delivering the catering themselves
Where tender submissions provided by two applicants appear similar in all other respects, it is the tender price which will determine who secures the contract
This part of the tendering process is often the most time consuming aspect of the tendering process – and frequently the one about which there is the most debate, discussion and disagreement amongst management and the Tender Team
Where the client has decided on a competitive tendering approach, there is usually a high degree of similarity between the costing presented by all applicants.
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Background to rate or costing schedules
Rate or costing schedules:
Are lists of costs your business will charge for a range of products and or services showing:
Name of products and services
Amount charged per unit – as appropriate to the product or service, be it per item, per hour, per person or per meal
How rates vary as more or less of each unit is required
Will be developed by your business to facilitate costing of tenders – and to assist with the provision of quotations for smaller events or functions
Must be current and comprehensive – meaning the costs associated with each charge or unit must:
Be up-to-date – you cannot afford to use dated prices as they can change so quickly, using a dated schedule can mean the difference between profit and loss for a tender
Include all associated costs – for example, if you need to pay your supplier a fee for insurance, delivery and or re-packing then this amount needs to be added to the unit cost of individual ingredients and items. This means you need to identify the landed in-store cost for everything, as opposed to (just) the ‘list price’ or wholesale price for items.
Must be approved by management before they are used – as a means of verifying you are using the correct ones
May be prescribed (in part) by the client – as part of the RFT documentation: that is, some RFTs may set parameters or limits within which you are required to operate in order for your submission to be accepted for consideration
May need to be included by you as part of the total tender application you submit
Must clearly indicate whether costs are inclusive of any relevant taxes or not.
Examples of rate or costing schedules
There is no standard list of rate and or costing schedules which you may be required to address.
There is also no standard definition of what each schedule contains.
If in doubt about what you need to include in your schedules or about the format they should take, you must clarify these with the client or their nominated contact person.
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Rate and or costing schedules may relate to cost components such as:
Labour rates
This schedule will need to detail:
The individual job positions to be used to provide the required products and services – such as kitchen hands, cooks, chefs, service staff, cleaners
The hourly rate:
For all classifications of staff – for example ‘Grade 1’, ‘Grade 2’, ‘Grade 3’
For casuals and part-time staff
Identifying (where applicable) differential pay rates for week days, weekends and public holidays
The weekly, or fortnightly or monthly pay rates for full-time staff
Rates for management personnel including all support and administrative services – which may include HR, payroll, secretarial services, office staff
On-costs relating to staffing – such as uniforms, training, sick leave, holiday and leave loadings, superannuation, worker’s compensation, hiring costs, accommodation and other related expenses
In some cases there may also be a need to:
Generate sample rosters – for a given period for each of the operational and support areas such as administration, management or cleaning
Cost those rosters – using the identified labour rates as the basis for these calculations
Include the sample rosters and the costings into the tender submission.
Standard equipment costs
You may also be required to construct and include a schedule for costs associated with the provision of equipment you intend using to deliver the RFT requirements.
Equipment can relate to:
Plant and equipment
Systems and technology
Items and utensils required for preparation, storage and service of F&B
Cleaning, hygiene and sanitations
In many cases this schedule is not required as:
Equipment cost is integrated into the costing for food and beverages
Equipment is often provided at the site by the client – meaning there is no need for you to provide it.
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A schedule for equipment may be required:
Where the client requires a specific system, process or item to be used
Existing equipment on-site is inappropriate or insufficient
There are legal compliance demands
If the use of additional or different equipment will result in other savings – such as savings in labour, or reduction in wastage and or power usage
Where equipment upgrades and or modifications are required.
The nature and content of the schedule for ‘standard equipment costs’:
May be prescribed by and included in the RFT documentation
Is usually listed as a total cost per item of equipment for the duration of the contract – that is, items and costs are rarely listed on an hourly, daily, weekly or other basis
Should include ‘service and maintenance costs’ – unless there is a requirement to provide a separate ‘Standard service costs’ schedule (see below).
Current commodity costs
This is the cost of materials/ingredients to be used to provide the necessary food and beverages required by the RFT.
Standard requirements include:
Need to only identify commodity costs for items nominated by the client in the RFT document
Need to identify and cost all commodities required to produce:
All the menu items to be offered
Only the menu items covered under ‘Standard unit costs’ below
Need to include ‘price lists’ or quotations from suppliers you intend using – as proof of costs
Need to identify for each commodity listed, not only the cost, but also:
Supplier name – and contact details
Size – for example, in number of units per carton, weight, volume or other applicable measurement
Brand name
Quality identifier – for example:
– Grain-fed beef
– Export quality
– Grade number
On-costs – all the costs which are/need to be added to the wholesale unit price to arrive at the landed in-store cost.
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Standard service costs
While it is often relatively easy to project costs for many other expenditure items, it can be quite difficult to anticipate accurate service costs.
Service costs can include:
Cost required to service existing equipment at the contract site to bring items up to fully-operational status – this is the initial service you will apply to equipment before you start providing the contracted services. Standard practice is to work with a service provider or service technicians and obtain a quotation from them for this work.
Preventative maintenance – this is scheduled maintenance provided to equipment with the intention of avoiding equipment failure or breakdown
Estimated repairs and breakdowns – detailing projected costs for effecting repairs when equipment fails
Cost of engaging replacement equipment – to substitute for equipment which needs to be taken off-site for service or repairs
Cost of providing stand-by items – to make sure necessary operations can continue in the event an essential piece of equipment needs to be taken out of service
Impact of normal wear and tear – this is the depreciation which needs to be factored into consideration of equipment.
Standard unit costs
The standard unit cost schedule may:
Identify all Food and Beverage items which will be provided – including items prepared on-site as well as packaged items offered for retail sale
Include the standard recipe for each item – showing type and amount of ingredients used and preparation method
List the cost for each dish or menu item – on a per serve basis
Contain a photograph of each item.
Standard material costs
This can be a wide-ranging schedule covering, for example, the cost of materials other than food and beverages (commodities) such as:
Cleaning chemicals
Disposable or single-serve items
Linen and laundry
Water
Energy
Printing and stationery
Many other items variously classified as ‘overheads’.
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3.2 Confirm availability of labour, equipment,
materials and other relevant items according
to enterprise requirements
Introduction
Another important aspect of preparing a tender application is to determine or confirm resource availability for items already identified as being necessary to deliver the required catering services.
This section examines critical elements of this component of a tender application.
What resources need to be considered?
All resources identified as being necessary to deliver the requirements of the contract need to be considered:
Human resources – labour to perform work which needs to be undertaken
Physical resources – plant and equipment; food and beverages; support materials
Financial resources – funds to make purchases and pay labour
Information – operational and other underpinning information necessary to comply with client expectations and requirements as well as legal compliance issues.
Scheduling
It is standard practice when looking at the availability of resources to undertake basic scheduling activities.
Scheduling is a planning process which:
Allows you to make the most effective use of scarce resources – so the right resources are available in the right place at the right time
Helps confirms the required resources are available
Enables identification of times when there are insufficient resources – so alternate arrangements can be made (see Alternative arrangement’, below).
This means:
Identifying the ‘start’ and ‘finish’ times for the contract
Identifying the resources required for the contract
Determining the times at which the identified resources are required (see below) for the contract
Identifying the resources required for the operation of the business
Determining the times at which the business requires resources for the operation of the business (see below)
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Over-laying both sets of demands on resources against the required times for both sets
Identifying where there appears to be a lack of, or insufficient, necessary resources.
Determining times for required resources
Considerations must include:
Peaks and troughs in trading – by the hour, day, or other relevant timeframe
Requirements for mandatory cleaning of equipment and facilities
Preventative maintenance or service requirements for plant and equipment
Special events and functions
Known staff-related requirements – such as:
Training and development
Leave entitlements.
What is ‘confirming availability’?
In this context ‘confirming availability’ means ensuring required identified resources are:
Actually present in the workplace – serviced, safe and ready to use
Available when needed – not needing to be used somewhere else in the organisation at the same time
Can be successfully transferred from one location to another – so they are ready for use when required
Confirmed as being obtainable from elsewhere – if the business does not already have them available and or on-site (see Alternative arrangement’, below).
Available in required sufficient quantity to meet identified need – on an on-going basis
Confirmed through normal supply chain providers – such as your usual suppliers or identified local suppliers
Compatible with requirements of the contract – in terms of skills and knowledge (for staff), and capacity and function for physical resources)
Compliant with relevant legislation – regarding (for example) as appropriate to the individual nature of each resource workplace safety and health, testing, and certification.
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Alternative arrangements
Physical resources
Options for obtaining or making available, additional physical resources to meet contract needs may include:
Re-scheduling activities such as the provision of maintenance, training, staff meetings, cleaning – so the demand on the items is altered to better accommodate identified needs
Purchasing, leasing or renting or hiring more equipment
Sharing equipment with another venue
Borrowing equipment from someone else
Buying different or better equipment – which will enable more productivity to be obtained thereby reducing demand on time for the item
Upgrading operations to integrate new technology – which can often solve resourcing issues
Ensuring all plant and equipment is properly serviced and maintained – to reduce the potential for breakdowns and down-down
Locating dedicated items of equipment at each worksite – so each site has their own equipment to use and schedule as they see fit.
Human resources
Options for obtaining or making available, additional human resources to meet contract needs may include:
Hiring more staff
Allocating extra hours for staff – such as converting part-time job to full-time or turning casual staff into part-time or full-time employees
Providing training to make staff more productive and effective – which includes up-skilling and multi-skilling employees
Out-sourcing certain tasks to external providers.
Timing
Another option which may assist with scheduling can be varying service times – that is, changing the times at which the contract site and your normal workplace venue operates.
This option is not always available as most contracts demand you operate at given times, but:
You should check to see if this option is available – through discussion and negotiation with the client
You may be able to make the changes at your normal workplace – rather than at the contract site.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You must submit documentation, suitable evidence or other relevant proof of completion of the project to your Trainer by the agreed date.
3.1 Using the RFT which formed the basis of your response to Work Project 1.1 and 2.1 prepare a submission which:
Demonstrates use of rate and/or costing schedules to establish costing
Confirms availability of resources required for the contract.
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Summary
Estimate costs
When estimating costs:
Appreciate the importance of costing in the overall tendering process
Develop rate and/or costing schedules for identified resources in accordance with RFT requirements
Ensure and verify resources required for the contract
Identify resources already available and their predicted usage/commitments
Schedule usage of all resources for the project and normal business activities
Compare and contrast available resources with identified demand
Secure additional physical resources as required on the basis of analysis
Hire more staff and/or provide extra hours
Train staff.
Element 4: Prepare submission for management
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Element 4:
Prepare submission for management
4.1 Outline required resources and capacity
within submission
Introduction
Developing the submission in response to an RFT is the culmination of all the planning and research which has occurred in relation to the tender.
This section identifies submission options, provides an overview of possible submission requirements, presents basic submission writing considerations and highlights the need to outline required resources and provides examples of same.
Submission options
The standard submission options for a response to an RFT are:
A written submission in hard-copy and or electronic form:
Hand-written submissions are not acceptable – they need to be word processed
Signatures will need to be attached at certain points – such as a signature from the CEO formally making the offer contained in the submission
Verbal presentation – you may be required to make a verbal presentation in support of your application:
As part of the initial submission
If your submission is short-listed – note some clients use a two-stage process where your application, if it is not rejected outright, may be ‘long-listed’, in the first instance – and, if successful at this stage, then will be ‘short-listed’
Combination of written submission and verbal presentation – to the client or their representative.
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Possible submission requirements
The submission requirements for tender applications will be provided in the RFT documentation and may be further discussed and explained at tender meetings held by the client for potential applicants.
General requirements will address:
Number of copies of the submission document required – three to four copies are usually required
Maximum number of pages – the RFT may set a maximum number of pages for the submission document, to prevent tender applicants sending in ‘too many’ pages for the client to read
Need to use Application document supplied as part of the RFT – as opposed to you being allowed to create your own ‘individualised’ approach to the submission
Need for electronic version – stipulating:
Formatting requirements
Need for e-version to be virus-checked
How the submission is to be lodged – for example:
Electronically – which usually means via email
By mail
By hand
Where submission is to be lodged – identifying, for example:
The location of the Tender Box
A street address – with name of company
Date and times by which application must be received in order for the application to be considered:
Commonly the time is 4:00PM on the day in question
There may also be a date before which submission will not be accepted.
Basic submission writing considerations
When crafting the tender application it is worth bearing the following in mind:
Be certain of the submission requirements – as stated in the RFT document
Make sure you are aware of the evaluation criteria – and relative weightings of each criteria: these should provide a focus and set of priorities for your submission
Adhere to:
Maximum word numbers
Maximum page numbers
Write with clarity, purpose and economy of words
Refer to previous successful tender applications – as a guide to what to do
Continue to use the Tender Team to develop the proposal
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Realise you will have to prepare a draft and then revise this version – many times over
Presentation is important – it is true ‘first impressions count’ and clients can infer competency from the quality of the submission documentation
Always include ‘Letters of Support’ – where this is allowed by the rules governing the submission
List a person who the client can contact for follow-up
Ensure the cover page of the submission clearly identifies:
The name of the contract being applied for – and the code of the contract/RFT
Your business name – and contact details
Date
Construct the submission in accordance with stated requirements – for example:
Using the pro forma application document provided in the RFT documentation
Adhering to nominated constructs – for example:
– Different ‘Sections’ – ‘Section A: Ability to deliver tender requirements’, ‘Section B: Costing’, ‘Section C: Staffing’
– Different ‘Parts’ – ‘Part 1: Operational Detail’, ‘Part 2: Compliance’, ‘Section 3: Value for Money’
If the RFT documents include a ‘Submission Checklist’, make sure you use and/or (as required) complete this – to ensure you provide all necessary information, documents and other requirements as part of your tender application
Explain any industry terms, acronyms and/or jargon used in the application to optimise proper understanding of offers and intentions
If allowed by the RFT attach a series of Appendices to give you space and opportunity to add extra information, examples, letters of support, testimonials, examples of relevant experience and similar
Include necessary payment or deposit – as identified in the RFT documentation
Check and proof-read the final application before submitting it – to avoid spelling, grammatical and other errors and or omissions
Submit to management – for their final approval and signatures
Make sure you keep a copy of the application – for your own future reference.
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Need to outline required resources
There will always be a need to outline the required resources in a tender application.
The extent of this requirement can, however, vary quite considerably.
Some submissions demand detailed identification and description of resources, while other RFTs ask for far less.
Whenever in doubt about what is required or what the client is looking for in this regard, always contact the client/nominated contact person and seek clarification as ‘required resources’:
Relate directly to the price of your submission
Are often heavily weighted in terms of the evaluation criteria for the contract.
Sometimes the resources you need to outline will be prescribed in the RFT documentation – that is, the documentation will list the resources you need to outline: all you need to do is insert details, such as:
Quantity, amount of volume required – which may be required:
On a weekly basis
On a monthly basis
For the entire contract
Brand, type or supplier name
Cost.
Examples of required resources
For a catering contract there is a standard need to address the following resources:
Labour – in terms of:
Job descriptions of staff
Numbers of staff in each position
Hours and or indication of the employment status of workers (casual, part-time or permanent)
Wage rates – including overtime and relevant penalty rates
Raw food materials – which can be a requirement to:
Identify ingredients
Name suppliers
Indicate projected volumes or quantities
List costing for each item
Packaged and pre-prepared items to be used – these may include:
Convenience food
Packaged foods for retrial sale
Most beverages including liquor
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Funding arrangements – some RFTs can require you to identify:
Funds to be borrowed to enable the contract to be discharged
Name of lender
Interest rates
Repayment amounts
Dates for payment
Support services and requirements – which can address a number of sub-categories such as:
Cleaning materials and chemicals - outlining:
– Type of products and brand names
– Supplies
– Volumes
– Cost
Service and maintenance
Compliance expenses – with local legislation and COPs and SOPs required by the client
Advertising and promotion.
4.2 Outline cost estimate within submission
Introduction
The amount you intend charging for the products and services you intend delivering must always form a central part of all tender submissions.
This section focuses on ensuring you provide required cost estimates in-keeping with client requirements and expectations.
Requirements for this important stage
Critical considerations include need to:
Be certain about the cost estimations required by the RFT documentation – these can vary significantly so it is vital to be aware of the specific requirements for each individual submission
Realise the costs you submit will form the basis for the price you intend charging for the tender – this means:
All costs need to be identified and addressed – for example, if you intend levying a management or administration fee for the contract then this needs to be listed as such
The client will use the costs you have supplied to determine the profit you expect from the contract – and they will look unfavourably on any set of figures which returns what they believe to be an ‘excessive’ profit or ROI
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Maintain use of the Tender Team – to assist with:
Identifying the resources to be included in the costing
Researching and developing the relevant all-inclusive costs for each resource – ensuring that on-costs from suppliers are not over-looked and not factored into the final cost price for each resource.
Calculating the costs which will be included in the final submission
Double-check the figures you submit – this may require someone to:
Verify purchase prices from suppliers
Check quantities or volumes required
Confirm on-costs
Integrate special deals which have been negotiated
Re-calculate additions, extensions and other relevant statistical manipulation of the data
Highlight any cost items which you believe will provide:
A benefit, bonus or saving for the client – never assume the client will be identify savings you have provided for them
Represent excellent value-for-money
Are lower than what apply to the current or previous contracts
Explain any costs which you believe the client will identify as being excessive or too expensive:
Identifying where these charges are imposed by an external agency or authority and are simply being passed on, at cost
Attaching price lists and quotations from suppliers – to demonstrate source costs
Describing how prices from competitors have similarly increased
Ensure the costs are presented in the required currency unit – as identified in the RFT or as advised by the client. Costs and prices may need to be given in:
$USD
The currency of the country in which the client Head Office is located
The currency of the country in which the contract is to be delivered
Avoid presenting ‘total’ figures without showing how these were arrived at – for example:
Show the unit cost
List the number of units required
Provide the final ‘total’ cost
Indicate where variable costing applies – for example:
Give indications of how cost per unit may drop if volumes rise – based on economies of scale or quantity purchasing discounts
How product costs can alter if different quality products or ingredients are used
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The way labour costs can vary in different service options are used
Provide an overview of costs –where permitted by the submission guidelines:
While you will want to give plenty of detail in relation to individual cost elements it is always useful to present a single table or chart which gives a single view of the overall costs
Add statements indicating, as appropriate:
Costs are correct at time of submission
Costs are valid till XX/XX/XXXX
Costs are subject to inflation
Costs are inclusive of all relevant taxes and other charges
You are available to explain listed costs, as required
Indicate the charge out rate for certain costs – for example:
Labour costs may be XX per hour/day but you may want to charge this out to the client at XX+
Other costs may be charged out at a flat charge out rate of (for example) ‘Cost plus 25%’.
4.3 Outline operational details within submission
Introduction
All tender submissions need to describe the operational details for implementing the products and services required by the contract.
This section explains the importance of this component of the submission and identifies operational details which may need to be addressed.
Importance of this component
It is important to provide full and proper details of how you intend discharging the requirements of the catering contract in order to:
Prove your capacity and competency to do the job – as opposed to what others may be offering or proposing
Convince the client of your ability – you need to give the client reasons to:
Long-list or short-list you
Select you as the successful applicant
Validate the costs you have listed as applying to the contract (see previous section) – in effect the operational details demonstrate how you will use and apply the resources identified
Provide evidence your planning has addressed all the required elements listed in the RFT document – thus demonstrating your:
Understanding of the contract
Ability to deliver what is required
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Give the client faith in your ability – while the tender price is obviously an important consideration for all tenders it ALWAYS runs in tandem with other important factors/questions the client has, such as:
Can they trust your company to deliver what they have promised based on the figures and planning you have presented?
Will the price charged enable you to manage and operate the contract as required?
Does your submission fit with their interpretation of what is needed to provide the deliverables for the contract?
Operational details
Operational details required by the client:
Will vary between RFTs/contracts – some submissions need you to provide details not required in other submissions
Ask you to indicate how you plan to manage and implement the contract – on a practical basis.
Operational details may relate to:
Staffing
This may require you to provide:
Names of staff
Numbers and classifications of staff
Hours to be worked
Sample staff rosters
Curriculum Vitaes
Certification or qualifications of individuals and training provided
An organisational chart.
Style of service
This may require you to identify:
Service locations
Description of styles being offered at each service location identified in the RFT – styles may include:
Race or queue system
Buffet style, self-service
Service to tables, cells, wards:
– Management at the site
– Workers
– Members of the public
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Take away service options
Travel packs
Provision of special events and function service.
Transport
Detailing, as appropriate:
How materials and ingredients will be transported to the contracted worksite
How staff will be transported to remote sites
How staff will be accommodated at remote sites.
Stock control
Stock control is an important aspect of submissions for catering contracts as there is a need to explain how you will apply stock control procedures to support the safe handling and storage of food.
This may require you to provide details of your overall stock management system in relation to:
Stock purchasing and product acquisition
Protocols for inspecting and checking food on delivery into the venue
Correct storage of fresh, refrigerated and frozen food
Stock rotation procedures – using FIFO procedures
Inspection of foodstuffs.
Equipment and resources
This will commonly require you to (as appropriate to the RFT):
Give an overview of the plant, equipment and resources to be used
Indicate what specific items will be used for
Prove the submission you have prepared guarantees:
All required resources have been identified
There are sufficient resources to do the job
Describe maintenance and service requirements
Verify your equipment and resources will:
Integrate with items which exist at the contract worksite
Integrate with systems/technology being used by the client
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Security
In terms of security you may be asked to:
Identify security staff to be utilised
Define the roles of security staff
List the technology and systems you will use to provide security.
Describe protocols to prevent security breaches – in terms of:
Internal staff
External customers
Suppliers, delivery drivers and service technicians
Site visitors
Other potential offenders.
Emergency management
This may require you to provide details of:
Risk analysis relating to possible emergencies at the worksite
Specific emergency management plans to be used to respond to situations such as fire, gas leaks, robberies, adverse weather and a range of other emergency situations commonly addressed by EMPs
Drills which will be conducted to underpin emergency procedures
Equipment and resources to support emergency responses
Staff training in emergency management and responses.
Facilities management
This requirement can ask you to detail:
Operating policies and procedures for the site
Planned preventative maintenance arrangements
Plans for refurbishment and or updating of the venue
Technology and systems which will be used to control or monitor the workplace
Internal reporting protocols
Document management.
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Environmental issues
This is likely to require attention to:
Compliance with local laws regarding noise, pollution, energy and water use
Sustainability and lowering the impact of the facility on the environment
Minimisation of energy and water usage
Responsible purchasing – such as purchases from ‘Green’ suppliers and organisations which support ‘local’ growers and communities.
Waste disposal
Operational requirements may ask you to address:
Waste minimisation protocols
Waste management and disposal procedures – detailing:
Amounts and types of waste expected
On-site storage to minimise pest infestation
Plans for recycling of waste
Waste contractors who will be used.
Management
This will traditionally require:
Identification of the off-site management team
Identification of the on-site management team
Allocation of roles and responsibilities
Statements regarding demonstrated experience
Specification of:
Authorities
Accountabilities
Reporting requirements for each position
Sample management-related policies – such as:
Staff performance appraisal policy
Industrial relations policy
Staff discipline policy.
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Other topics listed in the RFT
In addition to the operational details listed above there can be specific additional requirements identified in the RFT document which may need to be addressed.
These will usually relate to your intended approach in relation to dealing with and managing:
Nominated challenges raised in the RFT document
Local conditions
Local laws
Identified changes expected, by the client, to impact on operations, such as:
Business expansion
Down-turn in trade
Reduction in supplies
Economic conditions.
4.4 Outline proposed products and outcomes
required to meet tender requirements
Introduction
Another essential component to be included in your submission must be presentation of the actual products and services your offer will deliver for the client.
This section identifies issues for consideration.
Context
The deliverables identified in the RFT document must form the basis of the proposed products and outcomes you outline in your submission.
In addition, listing your proposed products and outcomes provides an opportunity for you to:
Differentiate your submission from those made by others you believe to be also submitting an application
Demonstrate the value-for-money your application presents to the client
Influence the client by presenting a series of ‘Wow factors’ relevant to the requirements but which were not specified in the RFT documents but which have arisen as a result of:
Your discussions with the client
Your understanding of the issues/challenges facing the client
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Your inspections of the workplace
Your discussions with those who will be the recipients of the food and beverages which form the heart of the contract
Emphasise the extent to which your application meets the objectives, criteria, conditions and other requirements of the client
Highlight the USPs for your tender – for example:
Pointing to instances where your tender actually exceeds the stated requirements – such as:
– Being able to provide ‘more product in less time’ or ‘serve more people in less time’
– Situations where you will or can provide more or longer service times than those requested in the RFT
– Dishes where you use better quality ingredients than those required as a minimum in the tender documentation
– Where you can achieve better financial results than what has been specified
– Situations where you can generate better productivity levels or deliver superior quality to what is needed
Provide a range of options to the client so they may select one which best suits their needs – for example, your submission must, of course, meet the tender requirements but you may within these parameters present, for example:
A basic version at a basic price
An enhanced or upgraded version at a more expensive price
A superior option at the most expensive price
List additional products and or services which you are available to provide – to enhance the stated requirements of the RFT, on:
A gratuitous basis – listing free products and services you are able and willing to provide to add value to your offer
A fee-for-service basis – identifying other expertise you have (for example) in associated areas such as market research of users, product development and testing, provision of other catering products and services at different sectors you know the client operates in
Demonstrate innovation in the way you intend:
Managing the project
Producing and serving the food and beverages
Working collaboratively with the client for mutual benefit
Identify the range of experts your organisation has access to in order to provide advice, guidance and input to relevant issues such as:
Food safety
Costing and pricing
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Product development
Operational performance analysis
Marketing
Procurement
International trade
Describe your engagement with various bodies and organisations relevant to the requirements of the tender – these may include:
Government authorities and agencies
Professional bodies
Industry associations
Business groups
Advisory groups or boards
Training providers
Demonstrate your track record as a responsible and ‘good’ corporate citizen – by listing:
Donations of money and products made to charities
Scholarships given
Sponsorship provided.
Describing products and outcomes
The exact nature of the products and outcomes which need to be addressed in your submission will always depend on the nature and type of the contract being offered.
The client will require different deliverables for different worksites and at different prices they are prepared to pay for services.
You must always remember your submissions must be tailor-made to suit the precise needs of each, individual tender.
Never believe you can develop a ‘standard’ tender application which can be used (or ‘fine-tuned’) for every submission you make.
You may describe the products and outcomes you intend delivering in the following ways:
Providing sample recipes and food and beverage menus for all the outlets which need to be catered for
Including visual images of food and beverages you have stated you can/will deliver – this may be achieved through:
Use of photographs in the submission
Including a DVD as part of the submission package
Supplying (retail) price lists for all items which are to be sold to customers, workers, and other purchasers
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Identifying payment options you will be prepared to accept from purchasers at different outlets – such as:
Cash
Electronic funds
Payment on account
Offering to present taste testing of products – if required
Attaching specifications you will give to your suppliers for the provision of ingredients, food and beverages – to ensure they provide products of a certain quality and standard
Giving examples of your service protocols – for, as appropriate:
Greeting customers
Displaying food
Holding hot and cold food
Plating food
Delivering food
Complaint handling and resolution procedures
Generating customer feedback and gauging customer (patrons, patients, inmates, others as appropriate) satisfaction levels with food and beverages provided, service, prices, cleanliness and hygiene, plus other relevant factors
Including testimonials – from:
Previous clients for whom you have worked
Consumers of food and beverages at sites where you have delivered food and beverages
Suppliers – attesting to the quality of the food you have purchased from them
Government agencies and authorities – stating your level of compliance with legislated requirements
Generating sample set-up plans for events – which should indicate and describe:
Table plans and seating arrangements
Décor and decoration – appropriate to special events and or themed occasions
Rosters and staffing costs used for these events
Menus used – food and beverages
Including images and coverage of previous events you have been involved with – this can take the form of:
Photographs
DVD
Media coverage.
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Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You must submit documentation, suitable evidence or other relevant proof of completion of the project to your Trainer by the agreed date.
4.1 Using the RFT which formed the basis of your response to Work Project 1.1, 2.1 and 3.1 prepare a hard-copy tender submission which:
Outlines required resources and capacity
Outlines cost estimates
Outlines operational details
Outlines proposed products and outcomes to meet tender requirements.
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Summary
Prepare submission for management
When preparing submission for management:
Ensure you fully understand all the tender application requirements which must be covered in your submission before you start
Determine the exact requirements for submitting the application
Use designated submission documentation provided in the RFT, if applicable
Clarify any unclear requirements with the client
Realise failing to meet submission requirements for the tender can render your tender ineligible for consideration
User the Tender Team to assist
Accept people will infer competency from the nature, type and quality of your submission
Outline all the required resources as part of the application
Detail cost estimates for nominated elements
Describe management and operational plans for the contract
Outline all products and services to be provided
Strive to distinguish your submission from others
Never be shy about ‘selling the benefits’ of your submission.
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Presentation of written work
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Presentation of written work
1. Introduction
It is important for students to present carefully prepared written work. Written presentation in industry must be professional in appearance and accurate in content. If students develop good writing skills whilst studying, they are able to easily transfer those skills to the workplace.
2. Style
Students should write in a style that is simple and concise. Short sentences and paragraphs are easier to read and understand. It helps to write a plan and at least one draft of the written work so that the final product will be well organized. The points presented will then follow a logical sequence and be relevant. Students should frequently refer to the question asked, to keep ‘on track’. Teachers recognize and are critical of work that does not answer the question, or is ‘padded’ with irrelevant material. In summary, remember to:
Plan ahead
Be clear and concise
Answer the question
Proofread the final draft.
3. Presenting Written Work
Types of written work
Students may be asked to write:
Short and long reports
Essays
Records of interviews
Questionnaires
Business letters
Resumes.
Format
All written work should be presented on A4 paper, single-sided with a left-hand margin. If work is word-processed, one-and-a-half or double spacing should be used. Handwritten work must be legible and should also be well spaced to allow for ease of reading. New paragraphs should not be indented but should be separated by a space. Pages must be numbered. If headings are also to be numbered, students should use a logical and sequential system of numbering.
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Cover Sheet
All written work should be submitted with a cover sheet stapled to the front that contains:
The student’s name and student number
The name of the class/unit
The due date of the work
The title of the work
The teacher’s name
A signed declaration that the work does not involve plagiarism.
Keeping a Copy
Students must keep a copy of the written work in case it is lost. This rarely happens but it can be disastrous if a copy has not been kept.
Inclusive language
This means language that includes every section of the population. For instance, if a student were to write ‘A nurse is responsible for the patients in her care at all times’ it would be implying that all nurses are female and would be excluding male nurses.
Examples of appropriate language are shown on the right:
Mankind Humankind
Barman/maid Bar attendant
Host/hostess Host
Waiter/waitress Waiter or waiting staff
Recommended reading
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Recommended reading
Australian Tender Centre Pty Ltd; 2002 (2nd edition); Complete guide to tendering: learn
how to prepare that winning tender!; Australian Tender Centre Pty Ltd
Dennett, Philip; 2012; How to win more tenders convincing skeptical evaluators; Mulga Partners
Jaques, Emma; 2013; The winning bid: a practical guide to successful bid management; Kogan Page Ltd
Lewis, Harold; 2012 (4th edition); Bids, tenders & proposals: winning business through
best practice; Kogan Page
Roberts, Jean (Jean Edna) & Roberts Management Concepts; 1997; Competitive tendering: how to write a competitive tender; Roberts Management Concepts
Scanlon, Nancy Loman; 2013 (4th edition); Catering management; Wiley
Shiring, Stephen B; 2014; Professional catering: the modern caterer's complete guide to success; Delmar
Thomas, Chris & Hansen, Bill & Hansen, Bill; 2013 (3rd edition); Off-premise catering
management; Wiley
Walker, John R; 2013 (4th edition); Introduction to hospitality management; Pearson
Recommended reading
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Trainee evaluation sheet
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Trainee evaluation sheet
Prepare tenders for catering contracts
The following statements are about the competency you have just completed.
Please tick the appropriate box Agree Don’t
Know
Do Not
Agree
Does Not
Apply
There was too much in this competency to cover without rushing.
Most of the competency seemed relevant to me.
The competency was at the right level for me.
I got enough help from my trainer.
The amount of activities was sufficient.
The competency allowed me to use my own initiative.
My training was well-organized.
My trainer had time to answer my questions.
I understood how I was going to be assessed.
I was given enough time to practice.
My trainer feedback was useful.
Enough equipment was available and it worked well.
The activities were too hard for me.
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The best things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The worst things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The things you should change in this unit are:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
Trainee Self-Assessment Checklist
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Trainee Self-Assessment Checklist
As an indicator to your Trainer/Assessor of your readiness for assessment in this unit please complete the following and hand to your Trainer/Assessor.
Prepare tenders for catering contracts
Yes No*
Element 1: Identify tender requirements
1.1 Clarify key objectives and/or requirements of tender in consultation with management
1.2 Analyse fixed and variable costing elements in consultation with management
1.3 Identify and analyse tendering criteria and conditions
Element 2: Determine ability to meet tender requirements and conditions
2.1 Assess ability to provide catering service/s specified in tender
2.2 Assess viability of tendering for the provision of catering service/s
2.3 Identify unique requirements of tender
Element 3: Estimate costs
3.1 Use enterprise rate and/or costing schedules to establish costing
3.2 Confirm availability of labour, equipment, materials and other relevant items according to enterprise requirements
Element 4: Prepare submission for management
4.1 Outline required resources and capacity within submission
4.2 Outline cost estimate within submission
4.3 Outline operational details within submission
4.4 Outline proposed products and outcomes required to meet tender requirements
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Statement by Trainee:
I believe I am ready to be assessed on the following as indicated above:
Signed: _____________________________ Date: ______ / ______ / ______
Note:
For all boxes where a No* is ticked, please provide details of the extra steps or work you need to do to become ready for assessment.
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