Qualifying Tender Opportunities: Which Ones to Pursue (and Avoid)

For many suppliers, the natural instinct is to chase every public tender that appears. 

After all, more bids must mean more chances to win, right? 

Unfortunately, the opposite is often true. Spreading resources across too many opportunities leads to rushed bids, lower quality responses, and a lower overall win rate.

The real key to success in public procurement is focus. Winning suppliers know how to qualify opportunities carefully, deciding which ones to pursue - and which to avoid. By bidding less but bidding smarter, they increase their chances of success and build a stronger reputation with buyers.

This guide walks you through the key factors to consider when qualifying tender opportunities, helping you channel your efforts into bids you can actually win.

1. Assess Strategic Fit

The first question to ask is simple: does this tender align with what you actually do? Too often, suppliers are tempted to step outside their core services in the hope of securing more business. But tenders that don’t fit your expertise usually result in wasted effort and low scores.

Look at whether the tender:

• Fits your existing services and delivery model
  
  

• Supports your long-term growth goals
  
  

• Targets a buyer you want to build a relationship with

Red flag: If the tender would require you to build new capabilities from scratch, it’s usually not worth pursuing. For example, an IT consultancy bidding on a facilities management contract is unlikely to succeed and risks damaging credibility.

2. Evaluate Capacity and Resources

Even if a tender fits your expertise, you need to ask: do we have the resources to deliver at this scale?

Key considerations:

• Staffing: Do you have the people to deliver without overstretching?
  
  

• Infrastructure: Do you have the systems or equipment required?
  
  

• Finances: Can you handle cash flow and contract value?

Some suppliers consider subcontracting to fill gaps, but this only works if partnerships are reliable and compliant. Otherwise, the risk outweighs the potential gain.

Red flag: If timelines are unrealistic or scope exceeds your capacity, pursuing the tender could lead to underperformance, penalties, or reputational damage.

3. Understand Buyer Priorities

Every public tender has award criteria that signal what matters most to the buyer. Some will weigh heavily on price, others on quality, innovation, or social value.

Ask yourself:

• Can we excel on the criteria with the highest weighting?
  
  

• Do we have strong case studies or evidence that match the buyer’s priorities?
  
  

• Are we aligned with the buyer’s broader goals (e.g., sustainability, local impact)?

Example: If a contract is scored 70% on sustainability and social value, and your company has limited evidence in these areas, your chances are slim. On the other hand, if you can demonstrate leadership in that field, the tender might be a perfect match.

4. Review Compliance and Mandatory Criteria

Many tenders include “pass/fail” criteria that must be met before bids are even scored. These can include:

• Minimum turnover thresholds
  
  

• Insurance coverage (public liability, professional indemnity, etc.)
  
  

• Certifications (ISO, Cyber Essentials, etc.)
  
  

• References or track record in similar projects

If you can’t meet these requirements, your bid won’t even be considered—no matter how strong the rest of your response is.

Tip: Keep compliance documentation up to date so you can quickly check against requirements and avoid wasting time on tenders you’re ineligible for.

5. Check Competition and Market Position

Think strategically about who you’ll be up against. If the incumbent supplier is well-established and performing strongly, unseating them may be difficult unless you bring a clear advantage.

Questions to ask:

• Who are the likely competitors?
  
  

• Do we have a differentiator that makes us stand out?
  
  

• Will the buyer be open to switching, or are they satisfied with the current supplier?

Red flag: If the contract is highly commoditized and will likely come down to price alone, can you compete profitably? If not, it may not be worth entering.

6. Analyze Risk and Profitability

Winning a contract that isn’t profitable—or carries too much risk—can hurt your business more than losing.

Review the tender for:

• Pricing models: Do they allow you to maintain healthy margins?
  
  

• Payment terms: Will cash flow be manageable?
  
  

• Penalties: Are the terms too harsh for missed KPIs?
  
  

• Scope creep: Are requirements clearly defined, or is there room for unexpected costs?

A realistic profitability assessment ensures you only pursue opportunities that add sustainable value to your business.

7. Learn When to Walk Away

One of the hardest—but most important—skills in tendering is knowing when to say no. Walking away from the wrong tender saves time, protects morale, and preserves resources for bids you are far more likely to win.

Remember: every hour spent on an unqualified opportunity is an hour you can’t spend perfecting a high-potential bid. Fewer, better-focused bids almost always deliver higher success rates than chasing everything.

Pro tip: Keep a “no-bid checklist” that quickly disqualifies tenders based on deal-breakers like compliance, capacity, or poor profitability.

Win More by Bidding Less

In the public procurement process, qualification is as important as submission. By carefully assessing fit, capacity, buyer priorities, compliance, competition, and profitability, you can focus your resources where they’ll have the greatest impact.

The suppliers who win consistently aren’t the ones chasing every opportunity—they’re the ones choosing carefully and bidding with focus.

That’s also where platforms like Mercell come in. By consolidating tenders across Europe and allowing you to filter tenders by value, location, buyer, and compliance requirements, Mercell helps you spot high-potential opportunities early—and avoid wasting time on the rest.

Because winning more often starts with one key decision: knowing which tenders to pursue, and which to walk away from.