Saudi public procurement runs through Etimad and NUPCO, and it rewards bidders who understand how tenders are scored before a single page is written. We run the bid end to end — strategy, platform mechanics, proposal and compliance — and stay on after the award, where much of the value is won or lost.
We read the evaluation model before you commit a bid team: where the technical points sit, how price is weighted, and whether the tender is winnable at your cost base. Bid or no-bid becomes a decision, not a reflex.
We manage the platforms themselves — registration, classification, clarifications, bonds and submission mechanics — so a bid is never lost to process. Deadlines on Etimad are not negotiable; we treat them accordingly.
We write and assemble the proposal to the evaluator’s checklist — technical narrative, pricing schedules, Saudization and local-content evidence — compliant on the first pass, in both languages where required.
Winning is the midpoint. We support contract administration, variations and claims after the award — drawing on the firm’s claim-management practice when a dispute needs to be managed commercially, not merely endured.
We review the tender, the evaluation model and your position, and give a clear bid or no-bid recommendation within days.
We set the scoring strategy, partner structure and pricing approach, and agree the plan with your board.
We prepare, review and submit the full proposal on the platform — compliant, complete and on time.
After award, we stay engaged through contract administration, variations and any claim that follows.
The earlier the better, but we regularly join a bid in progress and stabilise a submission that is at risk.
No serious advisor does. We improve the probability — by reading the scoring correctly and submitting cleanly and on time.
Yes. Registration, classification and the platform mechanics are part of the mandate, not an extra.
Yes. Financial structuring is part of the mandate: BOQ preparation, materials and equipment pricing, manpower costing, mobilisation pricing and margin strategy — alongside the technical proposal.
Public tenders generally require a locally registered, classified entity. If you are not there yet, our market-entry practice runs the licence and registration route — and the bid timeline is planned around it.
A structured debrief: where the points were lost, what the winning position looked like, and whether the next tender deserves a different strategy. Losing without learning is the real cost.
In practice
Saudi government tenders run through Etimad — health procurement through NUPCO — and evaluation is a two-envelope process: the technical proposal is scored before the financial envelope is weighed. The weighting between technical and price is published per tender and varies with it; reading that split correctly is the first strategic decision, because it determines what kind of bid can win at your cost base.
Technical points sit in defined places: project methodology, implementation schedule, organisation and staffing, HSE plans, quality procedures, and the Saudization and local-content evidence. The uncomfortable truth is that compliance is scored before brilliance — a missing document or an unanswered requirement costs points no elegant methodology can buy back.
This is why the evaluation model should be read before a bid team is committed, not after. Where the points sit, what the price weight means for your margin, whether classification and bond requirements are met — together they turn bid-or-no-bid into a decision rather than a reflex. And on Etimad, the deadline is not a target; it is the tender.
Send the tender reference and your position. A senior partner replies — not a business-development team.
