In seeking the optimal approach when using Qualitative and Quantitative criteria in the assessment of Tender Submissions: What are the pitfalls and advantages you have encountered? While qualitative assessments provide valuable insights into a company's capabilities, they can sometimes lack objectivity and consistency. With potential pitfalls arising due to subjectivity and varying interpretations, we are led to inconsistent evaluations.
Sustainable Supply Chain Adviser in Healthcare and Biotech2 years ago
Quite frankly, the advantages and pitfalls depend greatly on the professional who is using them.
If someone is highly experienced in the field, they can read between the lines and ask relevant questions that enable them to make subjective answers as objective as possible and thus comparable.
If someone is fairly junior, they will have a hard time making pitfalls into advantages or even avoid inconsistent evaluations.
So, I'd say: 1. be very aware of what data you can efficiently and objectively process, and collect only such data from the suppliers and internally for the tender 2. know your benchmarks and the caveats coming with using that data (be very strict on what data is relevant and be very precise here, especially if you buy it from an external source) 3. get to know those whom you ask to submit a tender as much as possible over longer period of time (build a relationship, even if you don't directly work with them atm), only invite suppliers that can provide relevant data and are willing to disclose enough data for you to make an informed decision 4. know what you do internally and be able to support it with the relevant, good quality data 5. focus on the goal of the tender and what it should deliver, that should help you to focus on asking the right questions to avoid varying interpretations or inconsistent evaluations
Last, but not least, if anyhow possible, get someone senior on board (even if it is only for shorter hours) who can help and guide a younger team.
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Quite frankly, the advantages and pitfalls depend greatly on the professional who is using them.
If someone is highly experienced in the field, they can read between the lines and ask relevant questions that enable them to make subjective answers as objective as possible and thus comparable.
If someone is fairly junior, they will have a hard time making pitfalls into advantages or even avoid inconsistent evaluations.
So, I'd say:
1. be very aware of what data you can efficiently and objectively process, and collect only such data from the suppliers and internally for the tender
2. know your benchmarks and the caveats coming with using that data (be very strict on what data is relevant and be very precise here, especially if you buy it from an external source)
3. get to know those whom you ask to submit a tender as much as possible over longer period of time (build a relationship, even if you don't directly work with them atm), only invite suppliers that can provide relevant data and are willing to disclose enough data for you to make an informed decision
4. know what you do internally and be able to support it with the relevant, good quality data
5. focus on the goal of the tender and what it should deliver, that should help you to focus on asking the right questions to avoid varying interpretations or inconsistent evaluations
Last, but not least, if anyhow possible, get someone senior on board (even if it is only for shorter hours) who can help and guide a younger team.