Debriefing is a way of helping suppliers to improve their competitive performance which produces benefits to procuring organisations.
Unsuccessful suppliers and tenderers have a right to know the reasons for their rejection. Any tenderer may request additional information regarding the tendering process. You need to make sure enough time and resource is given to the debriefing process.
Debriefing will also be necessary for unsuccessful candidates at the Selection Stage.
Care should be taken that debriefing information is consistent with that provided with the Standstill Notice.
Debriefing Objectives
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Supplier Performance |
To assist suppliers to improve their performance. A debriefing should cover the positive aspects and suggest areas for improvement of the unsuccessful bid. Suppliers will then have the opportunity to address these issues and improve their competitiveness in any future bids. |
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Bidder Feedback |
To offer unsuccessful tenderers the opportunity to provide feedback to the Organisation on the tender process. This will help with continuous process improvement . |
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Reputation |
To establish and maintain a reputation as a fair, honest and ethical customer. This will help to ensure that high quality suppliers will be encouraged to submit tenders. |
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Quickfire Guide
Debriefing Timescales
Candidates eliminated at the Selection Stage:
- it is a legal requirement to notify candidates eliminated at this stage "as soon as reasonably practicable" (based on commercial judgement);
- provision of de-brief information is not required, but should be done as a matter of best practice;
- if candidates make a written request, de-brief information must be provided within 15 days.
Unsuccessful tenderers:
- all tenderers must receive a standstill notice with the required information as soon as possible after the contract award decision has been made. This includes a summary of the reasons why they were unsuccessful and the characteristics and relative advantages of the successful tenderer(s)
- if tenderers make a written request, additional de-brief information must be provided within 15 days.
Debriefing Meeting
A Procurement Officer should chair the debriefing meeting. Other User Intelligence Group (UIG) members or end-users can still provide guidance and/or assistance.
Where a formal debriefing meeting is required, this may involve representatives from both operational areas and procurement professionals. This will ensure the debriefing is undertaken by experienced and fully trained personnel.
You should ensure that technical/operational representatives understand their role in the debriefing.
Fair Work Practices Feedback
When providing feedback on Fair Work practices, you should take care to ensure feedback does not suggest one Fair Work practices element is a tender requirement. Example of feedback to bidders on Fair Work will help you consider the information you provide.
Quickfire Guide
Debriefing - Points to Remember
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Tenderers are entitled to a written explanation of why their tender was unsuccessful.
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Debriefing should be undertaken in line with Notification of Contract Award Decision station. Care must be taken to ensure all information provided can be justified.
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When debriefing it must be made clear to each tenderer that only their tender will be discussed.
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Under no circumstances will such things as commercial terms, innovative ideas from another tenderer, be disclosed.
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The Briefing must be accurate, factual and consistent with information provided in the notices associated with the standstill period. You should not introduce new or conflicting reasons for the decision.
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Debriefing meetings must be carefully planned and only executed by experienced personnel.
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At the end of the debriefing meeting, tenderers should be asked if they have any comments/feedback on the Procurement Documents and the Procurement Exercise.
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A record of the debriefing meeting must be made and placed on the appropriate registered file.
Any Documents you need are Listed Below
Fair Work Practices Considerations
(file type: docx)