For many suppliers, a public sector opportunity appears to begin the moment a contract notice is published on Find a Tender. The countdown starts, deadlines are set and bid teams race to prepare a competitive response.
However, according to experts featured in Getting Noticed Before the Tender Drops, that approach could mean suppliers are already arriving late.
In the discussion, hosted by Cognitive Media Group and featuring public procurement specialists Hollie Hodgson, Judith Hughes, Georgina Maratheftis and Roy Rowlands, the message is consistent: the most successful suppliers engage long before a tender is advertised.
By the time a procurement reaches the market, buyers may have spent months defining the challenge, assessing available budgets, considering delivery models and deciding how bids will be evaluated. Suppliers that only engage when a contract notice appears are often responding to a process that has already been shaped.
Hollie Hodgson, Head of Account Management at Tussell, believes that suppliers should focus on identifying procurement activity before it becomes a formal opportunity.
Contract expiry dates, extension periods and historic spending patterns can all provide valuable clues about future requirements. Framework agreements, policy developments and organisational priorities can also indicate where procurement activity is likely to emerge.
The introduction of the Procurement Act in 2023 has added another valuable intelligence source. Certain larger contracting authorities are now required to publish pipeline notices for planned contracts above specific thresholds, providing suppliers with earlier visibility of potential opportunities.
However, experienced suppliers understand that pipeline notices are just one piece of the puzzle.
Council meeting papers, corporate strategies, board reports, local authority minutes, press announcements and industry events can all reveal future procurement intentions well before a tender reaches the market.
The panel emphasised that early engagement benefits buyers as much as suppliers.
Effective conversations with the market help contracting authorities understand what solutions are available, challenge existing assumptions and design procurements that better address the underlying problem.
Speaking from a buyer's perspective, Judith Hughes encouraged suppliers not to assume incumbency guarantees success.
Many incumbent providers fail to clearly communicate their value during evaluation, relying too heavily on existing relationships. Buyers may know the service well, but evaluation panels still require evidence, clear explanations and responses tailored to the organisation's specific needs.
The discussion also addressed common misconceptions around supplier engagement.
Some buyers remain concerned about maintaining transparency, while some suppliers fear approaching public sector organisations before a procurement begins.
The panel's view was clear: properly managed early market engagement is both legitimate and encouraged. The focus should always be on understanding challenges, sharing expertise and improving outcomes, rather than seeking an unfair advantage.
For SMEs and scale-ups, procurement can sometimes feel daunting.
Requirements around financial standing, insurance cover and professional accreditations can create significant barriers to entry. The panel encouraged buyers to ensure qualification requirements remain proportionate to the contract being procured.
Suppliers, meanwhile, should consider partnerships, subcontracting opportunities and consortium approaches where appropriate.
Georgina Maratheftis advised suppliers to position themselves as trusted partners rather than salespeople. That means investing time to understand organisational challenges, sharing relevant examples of previous success and explaining clearly how a solution addresses a buyer's needs. A thoughtful discussion based on specific challenges will always be more effective than a generic sales presentation or marketing brochure.
The conversation also highlighted the growing use of artificial intelligence in bid writing. While AI tools can support drafting and research, they should never replace human oversight. Answers that exceed word limits, include unsupported claims or misinterpret tender requirements can seriously damage a submission.
Technology can improve efficiency, but successful tenders still depend on careful review, accurate evidence and responses tailored to the specification.
The key takeaway for suppliers is straightforward: identify opportunities early, understand how buyers operate and build meaningful relationships before procurement activity reaches the market.
As Gail Emms summed up: “The tender notice isn’t the starting gun, it’s much closer to the finish line.”
For suppliers looking to win more public sector contracts, success often begins months before the tender notice appears.
