Procurement & Tendering

Question 1

Describe your tendering process.

Answer 1

I prepared tender documents, analysed returns, identified errors (e.g. abnormally low pricing), and followed JCT Tendering Practice Note guidance to ensure fairness.

Question 2

How do you deal with tender errors?

Answer 2

At Shear’s Way, I followed Alternative Provision 2, allowing the contractor to confirm or correct the error, ensuring transparency.

Question 3

Talk me through how you would procure a project from start to finish.

Answer 3

A (strong structure):
• Understand client objectives (cost, programme, risk)
• Recommend procurement route (e.g. Traditional, Design & Build)
• Consider tender approach (single-stage vs two-stage)
• Prepare tender documentation
• Issue tenders and manage queries
• Analyse returns
• Advise client and appoint contractor

👉 Top-tier line:
“I would also consider whether a single-stage or two-stage tender is appropriate depending on design development and programme constraints.”

Question 4

How do you decide which procurement route and tendering approach to use?

Answer 4

Based on:
• level of design completion
• programme requirements
• cost certainty needed
• risk allocation

👉 Example:
• Single-stage where design is complete and cost certainty is key
• Two-stage where design is developing and early contractor input is beneficial

Question 5

What is the difference between single-stage and two-stage tendering?

Answer 5

• Single-stage: full competitive tender based on complete design → strong cost certainty
• Two-stage: early contractor appointment → final price agreed later → better for programme and buildability

Question 6

When would you recommend two-stage tendering?

Answer 6

Where:
• programme is critical
• design is incomplete
• contractor input is needed early

Question 7

What are the risks of two-stage tendering?

Answer 7

• reduced competition at Stage 2
• cost escalation
• reliance on contractor pricing
• need for strong cost control

Question 8

How would you manage those risks?

Answer 8

• clear scope definition
• benchmarking costs
• transparent pricing
• strong commercial control

Question 9

You receive three tenders — one is significantly cheaper. What do you do?

Answer 9

• identify as abnormally low
• query contractor
• follow JCT guidance
• allow correction/confirmation
• advise client on risk

Question 10

The client still wants to appoint the cheapest contractor — what do you do?

Answer 10

• advise on risks (quality, claims, insolvency)
• provide comparison
• document advice

Question 11

A contractor submits a late tender but is highly capable — what do you do?

Answer 11

• maintain fairness → reject
• explain risk of undermining process

Question 12

What makes a good tender package?

Answer 12

• clear drawings and specification
• defined scope
• no ambiguity
• Pre-Construction Information included

Question 13

How do you ensure tenders are comparable?

Answer 13

• same information issued
• structured pricing documents
• identify exclusions
• normalise returns

Question 14

Contractors are asking lots of questions — what does this indicate?

Answer 14

Potential lack of clarity in tender documents → risk of inconsistencies and disputes

Question 15

Would you negotiate after tender?

Answer 15

Yes — but carefully:
• clarify scope
• adjust pricing
• maintain fairness

Question 16

What is the difference between competitive and negotiated tendering?

Answer 16

• competitive = multiple contractors
• negotiated = single contractor

Question 17

You issued incorrect information during tender — what do you do?

Answer 17

• issue clarification to all
• extend deadline if needed
• maintain fairness

Question 18

Client wants speed AND cost certainty — what do you advise?

Answer 18

Explain trade-off:
• Single-stage → cost certainty
• Two-stage → programme advantage

👉 Then recommend based on priority

Question 19

How do you ensure fairness in the tender process?

Answer 19

• same info to all
• equal deadlines
• transparent process
• no preferential treatment

Question 20

What is the biggest risk in procurement?

Answer 20

Selecting the wrong procurement route or contractor.

Question 21

How do you demonstrate value to the client in procurement?

Answer 21

• identify risks
• analyse tenders properly
• advise beyond cost
• ensure best value outcome

Question 22

How does procurement impact the rest of the project?

Answer 22

It sets the framework for:
• risk allocation
• contract administration
• cost and programme control