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AIR, HOTEL & GROUND TRANSPORTATION AUTOMATED TENDERING - Just read more page as it is - Key Corporate Solutions & Partners (Co)



Spend analysis and opportunity assessment


It is important to start with the most promising opportunities first, the "low hanging fruit", as the team builds competency and efficiency, and then prioritize categories and projects.


2° Project data collection


The sourcing team collects both price and non-price requirements. The types of information collected include benchmarking statistics, market dynamics, product/service specifications and current costs.


e-rfx and supplier management

There are three key elements in this phase.


develop project strategy


The methodology could be a multi-stage project with several rounds that include rfis, rfps and finally maybe an auction, or it could be a simple rfi or a simple auction or a sealed bid.


create rfi/ rfq / rfp


After determining the sourcing project strategy and methodology, the sourcing team create the rfi, rfp and/or the rfq that will be used throughout the sourcing project.

The rfi/rfp/rfq will represent to suppliers the company’s goals, terms and conditions, project guidelines/rules, bid collection/negotiation method, project timeline, decision-making criteria (such as post-bid qualification) and any product and service requirements


manage suppliers


This step requires a great deal of activities and requires skilled project management and communication skills. The required activities include:

•           distribute rfi / rfq / rfp –

•           evaluate supplier responses and select qualified suppliers

•           address ongoing supplier questions

•           train participating suppliers (if needed)

•           collaborate and refine specifications



4° Bid collection & negotiation


The project strategy, determined earlier, dictates how bids are collected – sealed bid, auction, or rfq. It is very important to honor the integrity of the project and not collect bids outside the articulated process.


5° Decision optimization


The sourcing team, along with key stakeholders, must make award determinations. Utilizing a decision optimization tool helps the sourcing team quickly build award scenarios and evaluate them based on a tvm-perspective.


Award and contract


Once the optimal award allocation (with respect to the sourcing strategy) has been determined, suppliers must be notified.

Non-awarded suppliers should also be notified as a business courtesy.


New contracts need to be put in place or existing contracts updated, terms and rates.

Additionally, make sure the key stakeholders and users (GDS Chase,Tmc,Obt, Travelers) are aware of the new terms, rates and supplier relationship through a specific transition and communication strategy.


7° Post-bid management


Identified savings are not actual savings. To insure that the organization realizes all expected savings from a tvm-based award, compliance should be monitored internally and externally throughout the term of the contract.


In tvm-based decisions, 100% of identified savings are realizable – but only with follow through! Sourcing does not stop at the award decision. It is a continuous process of monitoring and improvement.


8° Continuous improvement


At the end of every sourcing cycle, when all of the contracted awards have been fulfilled, but before the next sourcing cycle, a review should be conducted to evaluate overall performance. Some questions to ask:

•           what percentage of savings was actually realized?

•           if there is a shortfall, why?

•           were inefficiencies encountered?

•           were process improvements discovered?

•           what lessons were learned?


There are always lessons to be learned and it is these lessons that form the basis for improved strategies and cost reductions.


                                                                                                         SMOCS (Suppliers, Market, Opportunities, Customers, and Spend)