Why You Didn’t Win That Tender (and What to Do Differently)

Let’s get straight to it - losing bids sucks. You put in the effort, assemble your best team, submit your proposal, and then... radio silence. No award, no feedback, just another lost opportunity. Sound familiar?

I get it. Over the last decade, I’ve been on both sides of the table—helping firms win bids and sitting on evaluation panels that separate contenders from pretenders. From Arcadis to Atkins, EC Harris to PIF, I’ve seen enough bid submissions to know exactly why firms win... and why they crash and burn.

If you're a medium or large firm, there's a high chance I've reviewed your bids before. So, all of this comes from a good place—I’ve seen what works and what doesn’t. This is not professional advice—just my opinion. I'd love to hear your thoughts too.

So if you’re consistently losing bids in the Middle East, let’s cut the excuses. Here’s the hard truth about what’s holding you back:

1. You Think It’s All About Price

Yes, cost matters. And no, undercutting isn’t a winning strategy. Most tenders in the GCC are weighted 60/40 or 70/30 between commercial and technical. That means if your technical submission is weak, no discount is going to save you. If you have a strong commercial team, your commercial manager/director will know how to navigate the bid properly. If you're winging it, it’ll be obvious when bids are compared.

We typically shortlist bids side by side and assess every criterion carefully (usually via Excel). This is where we spot anomalies in pricing. We also always request costs in Excel for benchmarking—unless it’s a lump sum.

2. Your Team Doesn’t Look the Part

Clients don’t hire companies; they hire teams. If your proposed team lacks project-specific experience, your bid is at risk. Keep it clean, highlight key skills, and show direct alignment to the project scope. No one cares that your company is 50 years old if your team looks like they just walked in from the intern program.

A clear, well-structured organisation chart shows that your team is organised, efficient, and ready to deliver. It highlights key roles, responsibilities, and reporting lines, giving confidence in your ability to execute the project smoothly.

3. Your Resume Are Weak

If your resumes are outdated, irrelevant, or full of fluff, expect rejection. Your client is buying expertise, not a corporate logo. Highlight relevant projects, keep it concise, and for the love of all things holy—ditch the generic buzzwords. “Dynamic and results-driven professional” means nothing if your project experience isn’t relevant. Oh, and stop submitting ghost resumes—yes, we notice. Listing key personnel who won’t actually work on the project? Instant red flag. Clients talk, and nothing kills trust faster than overpromising and underdelivering. I’ll look up your entire team on LinkedIn and get a full picture beyond just the résumé you provide. So don’t try adding anything that won’t check out—I’ll catch it.

4. Your Proposal Screams ‘Copy-Paste’

Newsflash: Evaluators can smell a recycled bid from a mile away. Clients want to see that you understand their unique challenges. If you’re just swapping out project names in a boilerplate response, you’re doing it wrong. The best tenders will create a query sheet with key questions, covering timelines, required information, processes, and procedures—to ensure nothing is missed. Be smart when bidding. You’re pricing a project, and mistakes can be costly to you. We all know clients hate variations!

Always request a tender interview for clarifications (usually all parties will be given the chance)—it’s your chance to ask the right questions and avoid misunderstandings.

5. Your Value Proposition is... What, Exactly?

Why you? If your bid doesn’t answer this question clearly, you blend into the noise. Clients want a partner who adds real value, not just another contractor/consultant hoping to win on price.

We're not looking for a thick document full of jargon. We want neat, well-structured bids that are clear, informative, and straight to the point. Thoughtful, well-prepared submissions stand out—keep it concise and impactful.

6. Your Execution Plan is More Guesswork Than Strategy

A weak delivery plan is a death sentence. Your P6 program (yes, people still check those) should prove that you understand sequencing, resource allocation, and risk. If your assumptions sheet looks like it was thrown together last-minute, don’t expect confidence from the client.

A good project manager will look at the overall durations, float, how activities are linked, your assumption sheet, and your method statement. We don’t just read the top line and decide you’re the right firm.

If it’s a construction project, I want to see manpower assigned to activities so I can assess how well-resourced the project is. I prefer day/night shifts to maximise time (authorities permitting).

A compliant bid is key, but I also value fast-track solutions and your approach to construction technology (depending on the bid). These are smart ways to win the project and show you’re equipped to deliver. This is smart.

7. Your Submission Looks Like It Was Done in a Rush

Missing documents, bad formatting, spelling errors—if your bid looks sloppy, clients assume your project delivery will be too. Presentation matters. We live in a world where technology can handle the heavy lifting, but yes, tech can go wrong. American and UK English can get mixed up, and mistakes will be spotted. Make sure you do a "four eyes" check (something I learned at EC Harris). Everything should be reviewed multiple times before it goes out.

I know in the Middle East, people often rely on "inshallah" and just hand things in, but if you're working at the level we expect, we want to see the finer details.

8. Your Costing is Shaky

Your financials need to make sense. If your breakdowns are unclear or full of inconsistencies, clients won’t trust your numbers. A last-minute cost exercise with no logic? Expect rejection.

Check your numbers and ensure your supply chain figures are accurate. Everyone needs to make margins, and while you shouldn’t compromise on that, focus on building the right team to deliver maximum value.

You need a query sheet—write everything down. Yes, you can submit claims (variation orders) later, but you know how difficult it is to get these agreed once contracts are signed. You don’t need to be claim-conscious, but you should always have it in mind. Your bid needs to be solid from the start because it will form part of the contract.

9. Your Case Studies Are Weak

It doesn’t matter if you’ve done 100 projects—if they’re not relevant to the bid, they’re useless. Select case studies that align with the scope, and make sure they’re well-presented.

10. You Ignore Risk Management

Clients want to know you’ve identified potential risks and have a plan to manage them. If your risk section is a generic copy-paste job, expect to lose.

11. You Make Submission Difficult for the Evaluator

Unreadable files, wrong attachments, or convoluted submission formats—if evaluators can’t review your bid easily, they won’t chase you for it. Make their job easier, not harder.

12. Your Proposal Looks Like a Word Document from 1999

Presentation matters. A clean, well-structured, visually engaging bid stands out. If it looks like it was assembled in MS Word 2003 with Times New Roman, you’re already at a disadvantage.

Make sure the submission looks clean and professional, with high-quality photos. Double-check the submission date; don’t be that company that sends extension letters all the time… and ensure the tender is submitted correctly. Small mistakes can cost us. If you can’t handle it, bring in an experienced document controller who knows what they’re doing. No room for errors. Attention to detail matters. Let’s get it right.

13. Your References Don’t Back You Up

Even the best bid won’t save you if past clients don’t vouch for you. Expect reference checks, and make sure you’ve got solid client testimonials. As a former senior project manager, I always do my reference checks. This industry is small—if you worked on the project or were taken off it, I’ll find out.

Here’s the Mindset That’s Holding You Back

Let’s kill this myth: “The client already knows who they’re going to appoint.” That’s lazy thinking. Sure, relationships help, but they don’t guarantee wins. The Middle East construction market is brutally competitive, and the firms that win are the ones that put in the work.

Ask for feedback when you lose a bid. Was it pricing? Technical quality? Something else? Even vague intel helps refine your strategy for next time.

The Bottom Line

Losing bids? Stop blaming the client. Fix your approach. Winning tenders in the UAE and Saudi Arabia isn’t about luck—it’s about precision, expertise, and strategy. Sharpen your proposals, showcase your strengths, and prove your value.

And if you need help finding top talent to strengthen your bid strategy, you know where to find us. At WorkPanda, we connect firms with the experts they need to win the projects that matter.

What’s the biggest mistake you’ve seen in bid submissions? Drop a comment and let’s talk. ??

Shyam Visavadia

Founder, WorkPanda