Business Continuity Planning and Management (BCM) tenders are not especially common, and we do not bid on all of them. However, when we do see them, it is often clear that the way the tender is written makes it difficult for bidders to respond properly. In many cases, the structure or content of the RFP means the organisation will not get the best possible outcome — either in terms of quality, relevance, or value for money.
If you are preparing a BCM tender and want strong, targeted responses from experienced consultants, here are some practical suggestions to help you get the most from the process.
Budget: Be Clear and Realistic
Your budget is what it is, and most experienced consultancies will do their best to work within it. The real issue arises when the budget and the scope do not align. If the requirement is too ambitious for the available funding, you are likely to attract responses from generalists or firms that do not specialise in BCM. These responses may look polished but often lack the depth and relevance needed to deliver a robust continuity programme.
A mismatch between budget and scope can also lead to confusion during evaluation. If bidders are forced to cut corners to meet the price point, the proposals may not reflect what your organisation actually needs. Being transparent about budget and realistic about what it can achieve helps ensure you receive proposals that are both credible and deliverable.
ISO 22301: Do You Really Need Certification?
It is sensible to align your BCM programme with recognised standards, and ISO 22301 is the most widely used. However, full certification is not always necessary — and it can add significant cost. Certification requires additional documentation, formal audits, and ongoing compliance checks, all of which increase the workload and the price.
More importantly, certification does not guarantee that your BCM programme will be effective. There is a difference between a programme that meets the standard and one that genuinely protects your business. ISO auditors often focus on documentation and process rather than practical resilience. They may not be BCM specialists, and even when they are, they can follow the standard rigidly rather than adapting it to your specific needs.
Before including certification as a requirement, ask yourself whether you are looking for a certificate or a continuity programme that works in practice. In many cases, alignment with ISO principles — without formal certification — is a better and more cost-effective approach.
Define the Scope Clearly
One of the most common issues in BCM tenders is a lack of clarity around scope. Vague or incomplete briefs lead to vague pricing and inconsistent proposals. If bidders do not understand what is in scope, they will either underprice and underdeliver, or overprice to cover every possible scenario.
There are a few key details that make a big difference:
- Number of sites: List all your locations and identify which ones are critical to operations. For example, your head office, production facilities, and IT hubs may need more attention than satellite offices.
- Number of functions: Name your departments and highlight those considered critical. This helps bidders understand the scale of the work and tailor their approach accordingly.
You should also clarify expectations around:
- Training: Rather than prescribing a specific method, allow bidders to propose their own approach. This gives you insight into their methodology and flexibility.
- Exercising: Be clear about how many exercises you want and what type — tabletop discussions, walkthroughs, or full simulations. Each has different resource implications.
- Reviewing: Most organisations benefit from an annual review and quarterly check-ins. More frequent reviews are rarely necessary unless your business is undergoing rapid change.
- IT Disaster Recovery Plans: If this is part of the scope, provide details of your IT environment, existing DR plans, and any recent testing. This helps bidders assess what is needed and avoid duplication.
The more specific you are, the more accurate and relevant the proposals will be.
Avoid Over-Scoping
It is tempting to include every department and every possible scenario in your BCM tender, but this often leads to inflated costs and unnecessary complexity. Not every function needs a detailed continuity plan, and not every risk needs to be addressed in the same way.
Focus on the areas that matter most — those that would cause serious disruption if they failed. For SMEs and mid-sized organisations, a lean and focused BCM programme is usually more effective than a sprawling one. Heavy consultancy involvement across all departments can drain internal resources and reduce engagement.
A well-scoped tender helps bidders concentrate on what is important and avoids wasting time and money on areas that do not add value.
Allow Flexibility in Approach
Experienced consultancies have developed methods and frameworks that work. Forcing them into a rigid structure or template can reduce effectiveness and increase cost. While it is important to set expectations and define outcomes, try to leave room for bidders to propose their own approach.
This flexibility allows you to see how different firms think and work, and it often leads to better solutions. It also helps you identify which bidders are genuinely experienced and which are simply following a checklist.
Be Open to Additional Suggestions
Consultants who specialise in BCM work with hundreds of organisations across different sectors. They have seen what works, what does not, and what can be improved. Your tender should allow space for bidders to suggest alternatives or additions that you may not have considered.
These suggestions can lead to better outcomes, greater efficiency, and sometimes even cost savings. A rigid tender that only allows for yes/no responses misses the opportunity to benefit from this experience.
Consider Existing Programmes
If you already have a BCM programme in place, your tender may reflect the structure and approach developed by your incumbent supplier. That is perfectly reasonable — you do not need to start from scratch. However, it is worth keeping an open mind.
There are many ways to build and maintain a BCM programme, and a fresh perspective can highlight better approaches or efficiencies. Even if you are happy with your current setup, allowing bidders to propose improvements can be valuable.
Weighting and Price Comparison
Many tenders use day rates as a basis for price comparison. This can be misleading if the scope is not clearly defined. Without knowing what each bidder is delivering, you are not comparing like for like.
A better approach is to compare price per deliverable. This gives you clarity on what you will receive and makes evaluation fairer. It also helps you understand the true value of each proposal, rather than just the headline rate.
Test for Specialist Experience
A well-written proposal can hide a lack of real expertise. To ensure you are getting responses from genuine BCM specialists, structure your tender to test practical experience.
Look for:
- Familiarity with ISO 22301 and other relevant standards
- Experience working with organisations of similar size and complexity
- Evidence of practical continuity planning, not just theoretical knowledge
Asking for examples of past work, case studies, or specific outcomes can help you separate experienced consultants from generalists.
References: Keep It Practical
It is common to ask for references, but the requirements are often too narrow. Asking for three references from projects of identical size, sector, and scope is difficult for most bidders and tends to favour large consultancies.
Clients are often busy and reluctant to share details, especially if the work involved sensitive information. Keep reference requirements reasonable and allow for flexibility. A mix of written testimonials, case studies, and contactable referees is usually sufficient.
Final Thought
A well-written BCM tender makes life easier for bidders and increases your chances of receiving proposals that are fit for purpose, cost-effective, and tailored to your organisation. By being clear, realistic, and open to expertise, you set the stage for a successful continuity programme that genuinely protects your business.
