Slide No Trainer Notes Trainer presents considerations when analysing costs: Ensure all fixed costs have been identified for all of the outcomes/deliverables required under the tender it is vital all of these are named because failure to do – can have a major, negative impact on the viability/profitability of the tender Calculate the actual costs attaching to each identified fixed cost this can mean: – Obtaining quotations Sourcing options/alternatives Undertaking price comparisons Negotiating with suppliers and providers. Determine how the costs will be defrayed when the tender pricing/costing is done – for example: Will you identify each cost and list the cost at cost recovery’ (see slides) ‘full value only? Will you add a percentage to each fixed cost? So you show a profit/return on each cost Will you integrate all fixed costs into the pricing/costing for other tendered items? For example, assimilating all these costs into: A project management fee The individual selling for products Costing for and/or as defined by the RFT. ‘food’ ‘beverages’ Slide Slide No Trainer Notes Trainer presents options for analysing variable Identifying all items which can be classified as variable costs Quantifying volumes for each identified item at a series of production/service points for example: – Maximum volume/s Average volume/s Minimum volume/s. This is particularly important where the RFT documentation requires you to provide costing on a meal’ basis (also referred to as per service’) as it allows you to ‘per ‘activity tender at three different volume rates: Determining base costs/prices for each identified variable cost Conducting CVP analysis Considering required selling prices as necessary for the RFT or as required to – generate sales or profit required by your application.
Slide No Trainer Notes Trainer presents considerations when analysing costs: Ensure all fixed costs have been identified for all of the outcomes/deliverables required under the tender – it is vital all of these are named because failure to do can have a major, negative impact on the viability/profitability of the tender Calculate the actual costs attaching to each identified fixed cost – this can mean: Obtaining quotations Sourcing options/alternatives Undertaking price comparisons Negotiating with suppliers and providers. Determine how the costs will be defrayed when the tender pricing/costing is done – for example: Will you identify each cost and list the cost at ‘full cost recovery’ (see slides) value only? Will you add a percentage to each fixed cost? So you show a profit/return on each cost Will you integrate all fixed costs into the pricing/costing for other tendered items? For example, assimilating all these costs into: A project management fee The individual selling for products Costing for ‘food’ and/or ‘beverages’ as defined by the RFT. Slide Slide No Trainer Notes Trainer presents options for analysing variable Identifying all items which can be classified as variable costs Quantifying volumes for each identified item at a series of production/service points – for example: Maximum volume/s Average volume/s Minimum volume/s. This is particularly important where the RFT documentation requires you to provide costing on a ‘per meal’ basis (also referred to as ‘activity per service’) as it allows you to tender at three different volume rates: Determining base costs/prices for each identified variable cost Conducting CVP analysis Considering required selling prices – as necessary for the RFT or as required to generate sales or profit required by your application.
TG_Prepare_tenders_for_catering_contracts_FN_030214.docx