Bid Invitation Review for General Contracting
Bid Invitation Review defines how incoming bid invitations are received, logged, evaluated, and either accepted or declined. It provides a consistent path from “invitation arrives” to a clear go/no-go decision based on fit, risk, and capacity. The process keeps decisions out of individual inboxes and makes sure every request is acknowledged and tracked. When followed, estimators only spend time on the right pursuits and clients get timely, professional responses.
Log new bid invitation in tracking system
Step 1: Capture basic invitation details
When an invitation arrives, record the client name, project name, location, bid due date, and how it was received (email, portal, phone). Use the exact project title from the client to avoid confusion later.
Step 2: Create a new entry in the bid log or CRM
Open your bid tracking sheet or customer relationship management system and create a new record for the invitation. Enter all basic details and assign a unique bid ID if your system uses them.
Step 3: Attach or link the invitation document
Save the RFP, advertisement, or invite email as a PDF and attach it to the bid record, or link the client’s plan room or portal page. Make sure anyone can open it from the log without searching their inbox.
Step 4: Assign a temporary internal contact
Identify who the invitation is addressed to (if named) and set that person as the internal contact. If not clear, assign the estimating lead as temporary owner until roles are confirmed.
Step 5: Set initial status and timestamps
Set the bid status to “New – Under Review” or similar. Record the date and time the invitation was received so you can track response times later.
Step 6: Notify the estimating lead
Send a brief message to the estimating lead (and sales or business development if appropriate) letting them know a new invitation has been logged, with a link to the record.
Verify completeness of bid documents and instructions
Step 1: Read the full invitation carefully
Open the invitation and read it end-to-end. Look for the description of work, bid type (lump sum, GMP, etc.), pre-bid requirements, and any special conditions.
Step 2: Confirm presence of drawings and specifications
Check whether there are attached plans/specs or links to a plan room or file share. Note which disciplines are available (architectural, structural, MEP, civil) and whether anything obvious is missing.
Step 3: Locate bid date, time, and submission method
Identify the exact bid due date and time, including time zone, and the required method of submission (portal upload, sealed hard copy, email). Record these in the bid record.
Step 4: Identify client contact for questions
Find the named contact person for clarifications and record their name, email, and phone number in the bid record. This will be used later for RFIs.
Step 5: List missing or unclear items
Make a short list of missing documents or unclear instructions (for example, “no structural set,” “no spec book,” “alt pricing not defined”). These will either be clarified or considered in go/no-go.
Step 6: Update bid record with completeness notes
Add a quick note in the bid log summarizing document completeness and any major gaps. This gives decision-makers context before the go/no-go huddle.
Evaluate basic project fit (sector, size, geography)
Step 1: Identify sector and building type
From the invite and drawings, determine the project sector and type (for example, medical office, warehouse, K-12, retail). Compare this with your company’s target sectors and experience.
Step 2: Estimate approximate project size
Use any stated budget, square footage, or number of stories to estimate project size. If not given, make a rough guess from the floor plans and elevations.
Step 3: Check location against service area
Find the city and address, then compare against your normal service radius. Consider travel time, licensing, and whether you have subcontractor coverage in that area.
Step 4: Note delivery method and service expectations
Determine whether the project is hard bid, negotiated, design-build, or construction management. Consider whether this is a delivery method you typically perform for this type of client.
Step 5: Categorize fit as strong, moderate, or weak
Based on sector, size, geography, and delivery method, mark the opportunity as a strong fit, moderate fit, or weak fit. Include one or two reasons for your rating.
Step 6: Record fit assessment in bid record
Document your fit assessment in the bid log so it is visible during the go/no-go discussion and future reporting.
Assess client, contract type, and payment risk
Step 1: Identify owner and contracting entity
From the invitation and documents, determine who the ultimate owner is and who your contract would be with (owner, developer, larger general contractor, construction manager). Record both in the bid record.
Step 2: Check internal history with this client
Search your systems for past projects or bids with this client. Review notes on payment behavior, change order handling, dispute history, and general relationship.
Step 3: Review contract type and any known forms
Note whether the project is advertised as lump sum, GMP, cost-plus, or another structure. Scan the invite for references to standard contract forms (for example, AIA, owner’s template, public agency form).
Step 4: Scan for obvious high-risk terms
Look for early mentions of liquidated damages, retainage percentages, unusual insurance limits, or hard schedule penalties, even if full contract language is not provided yet.
Step 5: Assign a preliminary risk rating
Rate the client/contract risk as low, medium, or high based on known history and what you see in the invitation. Add a short explanation such as “good payer, repeat client” or “unknown owner, strict LDs.”
Step 6: Add risk notes to bid record
Document the risk rating and comments in the bid log so the go/no-go group can weigh this along with fit and capacity.
Check estimating and operations capacity for bid period
Step 1: Review current bid calendar
Look at the estimating calendar for the weeks leading up to the bid due date. Note other bids in progress, their sizes, and which estimators are assigned.
Step 2: Discuss capacity with estimating lead
Ask the estimating lead whether they have enough bandwidth to produce a quality estimate for this project within the timeframe. Consider whether it requires a detailed estimate or a budget-level response.
Step 3: Check operations and field capacity if awarded
Talk briefly with operations or preconstruction about potential award timing and start date. Ask whether there would be project management and superintendent capacity if you win.
Step 4: Consider specialty expertise requirements
Identify any unusual systems or phasing that would demand specific field or preconstruction expertise. Confirm whether those people are already fully committed elsewhere.
Step 5: Summarize capacity as comfortable, tight, or not available
Based on the discussion, categorize capacity and note any conditions (for example, “tight unless Hospital Tower bid slips a month”).
Step 6: Record capacity notes in bid record
Enter your capacity assessment and key comments in the bid log so they are visible in the go/no-go conversation.
Prepare bid invitation summary for internal review
Step 1: Open the bid summary template
Use your standard bid summary or create a simple one-page document with sections for project overview, fit, client risk, capacity, and key notes.
Step 2: Fill in basic project facts
Enter project name, location, sector, approximate size, bid due date, and delivery method. Keep this section factual and concise.
Step 3: Add fit, risk, and capacity assessments
Copy in your ratings and short explanations for project fit, client/contract risk, and internal capacity. Use bullet points for clarity.
Step 4: Highlight major scope or document issues
List a few key scope characteristics (for example, “occupied renovation,” “night work,” “complex phasing”) and any big document gaps noted earlier.
Step 5: Estimate rough contract value range if possible
If you can reasonably estimate a value range from experience or stated budgets, include it and clearly label it as a rough order-of-magnitude estimate.
Step 6: Save and link the summary in the bid record
Save the summary in the bid folder and add a link to it in the bid log so everyone sees the same document during the go/no-go huddle.
Conduct internal go/no-go review huddle
Step 1: Schedule a short review with key stakeholders
Invite the estimating lead, a representative from operations, and a sales or business development contact. For larger or riskier projects, include a senior manager or executive.
Step 2: Share the bid summary in advance
Send the summary document and a link to the bid folder before the huddle so participants can skim it and come prepared with questions or comments.
Step 3: Walk through project overview and key factors
In the huddle, quickly review the project basics, fit rating, client risk, and capacity notes. Keep this overview to a few minutes to leave time for discussion.
Step 4: Discuss pros, cons, and strategic value
Invite each person to share their view on whether the project is a good pursuit. Consider not just profit potential but also relationship value, portfolio fit, and strategic goals.
Step 5: Agree on go, conditional go, or no-go
Based on the discussion, decide whether to fully pursue, pursue only under certain conditions (for example, margin threshold, schedule clarification), or decline to bid.
Step 6: Confirm next steps and owner of decision notes
Assign someone (often the estimator) to update the bid record with the decision and key reasons, and to handle client communication about the decision.
Record go/no-go decision and rationale in system
Step 1: Update bid status field
Change the status in the bid log from “New – Under Review” to “Go,” “Conditional Go,” or “No-Go,” using your standard options so reports are consistent.
Step 2: Enter a concise decision note
In the notes or comments, write one or two sentences summarizing why the decision was made (for example, “Go: strong repeat client, good fit, available capacity” or “No-Go: outside geography, high contract risk”).
Step 3: Record decision date and participants
Add the decision date and list of participants in the notes. This gives context for how and when the decision was made.
Step 4: Tag strategic or exception cases
If the decision is a strategic exception (for example, bidding a high-risk job to enter a new market), mark it clearly. This helps when reviewing performance against strategy later.
Step 5: Check that forecast and pipeline views align
Ensure the project now appears correctly in any pursuit or pipeline views (or is excluded if no-go). Fix any filters or coding issues if it does not show as expected.
Step 6: Save changes and confirm visibility to leadership
Verify that leadership dashboards or standard reports pick up the updated status and decision notes. Adjust report settings if necessary.
Notify client of decision to bid or decline
Step 1: Draft acceptance or decline message
Prepare a short email or portal message with a polite greeting and clear statement that you will be submitting a proposal, or that you must decline this opportunity.
Step 2: Reference the project clearly
Include the project name, location, and any bid number or reference the client uses so they can easily connect your message to the right invitation.
Step 3: For “go” decisions, confirm bid due date and any meetings
Restate the bid due date and note that you plan to attend any required pre-bid meetings or site walks. This shows you have read and understood the instructions.
Step 4: For “no-go” decisions, provide a brief neutral reason
If appropriate, briefly say why you are declining (for example, “current workload,” “outside our geographic area”). Avoid criticizing the project, client, or documents in writing.
Step 5: Send via the required channel
Submit your message by email, portal, or other method as specified in the invite. Follow any format the client requests for acknowledging participation.
Step 6: Log communication in bid record
Copy the text or attach a PDF of the message to the bid record, noting the date sent. Update the status of “client notified” or similar flag if your system uses one.
Assign estimator and set up bid workplan for accepted bids
Step 1: Assign a lead estimator in the bid record
In the bid log or CRM, set the primary estimator responsible for this bid. Confirm with them verbally or by message that they are the lead and aware of the due date.
Step 2: Schedule a quick internal kickoff
Set up a short meeting or call with the estimator, estimating lead, and, if needed, an operations representative to align on expectations and initial approach.
Step 3: Review bid summary and any conditions
During the kickoff, walk through the bid summary, decision notes, and any conditions attached to the go decision (for example, target margin or specific risks to watch).
Step 4: Outline major estimating tasks and internal deadlines
Identify key tasks such as document download, takeoffs, vendor and sub outreach, internal reviews, and final pricing. Work backward from the bid due date to assign internal due dates.
Step 5: Enter tasks and milestones into the bid calendar or system
Create tasks in your project management or estimating system with owners and due dates. Link them to the bid record so progress is visible.
Step 6: Update bid status to “In Estimating”
Change the bid status from “Go” to “In Estimating” or equivalent so reports show that the invitation has moved from review into active pricing. Share the updated status with the team.
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