Different ways to approach your mobilisation

8th June 2023
Public Sector Sales, Tenders

Mobilisation questions and plans are standard components of bid or tender opportunities. While it may be convenient to submit a generic response to these questions, customising your response to fit the opportunity’s particular demands, your organisation’s position and relationship with the purchasing authority is critical to gain maximum points from the evaluators.

Mobilisation activities encompass sequential and time-bound tasks that must be completed before the contract start date and usually involve the purchasing authority representatives. For example, it may include specific contract inductions for staff, ensuring mandatory training, integrating job management systems, and establishing social value commitments.

A persuasive mobilisation response will incorporate specific and detailed content to fit the question’s wording and respond to the specific mobilisation demands of the authority. Focusing on the language and wording of the question is key.

For example, carefully examining the wording and determining a specific mobilisation timeframe, as in service delivery implementation, is essential. Incorporating specific mobilisation dates to align with the authority’s mobilisation definitions is also vital, indicating adherence to the outlined timelines within the question.

Similarly, identifying the authority’s mobilisation priorities is advantageous. The question often reveals the authority’s main preference, and information such as TUPE arrangements, training and certifications, and location of the operational base should be highlighted substantially in response.

Incumbent providers possess an advantageous position, and their response should reflect their experience, training of staff, risk mitigation measures, and their plans to integrate the authority’s future targets.

Therefore, it is crucial to tailor your mobilisation response to meet the specific demands and priority of each bid because failing to do so may lead to losing points, resulting in unsuccessful results from the evaluators.

Being the incumbent provider provides a unique opportunity to portray mobility as seamless, low-risk, and timely for the contract start date. Your experience with previous contracts positions you strategically to illustrate your specific industry expertise in handling the requirements around the new or significantly altered service component in the opportunity.

It is worthwhile to investigate if the tender’s new or revised service design is to respond to new funding streams, stakeholder feedback or resident/service-user demands. The resultant opportunity calls for demonstrating your industry-specific experience and expertise, adding specificity to your response, and providing a persuasive reason for the evaluators to trust you for operationalizing the new service.

Presenting evidence on similar contracts or frameworks where you played a role in implementing new services will reassure the evaluators of your previous expertise. Incorporating stakeholder engagement meetings that build trust between subcontractors, service users, and residents into the mobilisation plan is incredibly persuasive.

Innovative working practices that enhance the proposed service and deliver benefits to the authority, residents, or service users can be emphasized, such as offering consultative advice free of charge during mobilisation. By highlighting how your experience ideally positions you for this opportunity, your mobilisation period’s risks will reduce, and the commencement of service delivery is guaranteed to proceed smoothly.

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