2009 BCIS ETendering Survey Report

2009 BCIS
eTendering
Survey Report

The results of the survey are both encouraging and perplexing in equal measure.
The supply of documents in electronic formats has grown, but the trend is to send
them in the post. Having made a comprehensive web based e-tendering solution
available to RICS members via a low cost pay-per-project service there is clearly
an ongoing challenge to bring home the benefits to more clients and practitioners.
Joe Martin, Executive Director BCIS

RICS April 2009

2009 BCIS eTendering Survey Report

2
1. Executive summary
In February 2009, BCIS conducted an eTendering Survey in conjunction with the RICS
QS & Construction IT Business Group to update the information from a previous survey
conducted in February 2006.
Web survey invitations were successfully delivered to 4669 UK partner/director and sole
principal members of the Quantity Surveying and Construction Professional Group.
369 RICS members, 7.9%, responded to the Web survey.
This report compares the responses from the 2006 survey sample with the full 2009
survey sample and responses from members issuing 50 or more and 100 or more
tenders per year. The key findings are:
Greater use of electronic document transfers: The percentages of contract
documents sent in electronic format only and in both electronic and paper formats
increased substantially, while the percentage sent only in paper format decreased.
The growth in electronic-only document transfers was pronounced in firms issuing
larger numbers of tenders.
An increase in the use of physical media to distribute electronic tender
documents: The use of disks or other physical media increased, while the
percentage sent via email fell, and there was little change in the percentage sent via
Web based portals.
RICS members sentiment toward e-tendering remains strongly positive:
68% of responding members felt that the ability to tender projects by electronic
means will enhance their service in the market place to some extent, a further 9%
answered greatly.
Ongoing acceptance by the majority of responding members of the benefits of
e-tendering: Between 91% and 65% of members agreed with each of five key
benefits associated with e-tendering: lower administration costs/effort (printing,
copying and distribution), better contractor access to information for sub-contractors,
reduced effort in issuing clarifications, reduced timescale of tendering, and reduced
effort in analysing tenders.
Concern about the costs and clients sentiment ranked highly: The perceived
costs associated with Web based e-tendering and perceived clients lack of interest
and unwillingness to bear the costs were the most highly ranked barriers to greater
use of Web based e-tendering.
Almost half (47%) of responding members are aware of the RICS e-tendering
solution and a further 22% requested information. BCIS will continue its efforts to
bring home the benefits of web based e-tendering and the RICS eTendering Solution
to clients and practitioners. BCIS is convinced that Web based e-tendering minimises
the administrative overheads associated with tendering, streamlines document
handling, speeds up tender processes, eases the demands on managerial resources,
provides added security and makes it easier to comply with best practice
recommendations.

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2. Introduction
The 2009 eTendering Survey is the latest in a series of BCIS investigations relating to e-
procurement and electronic means of transferring information. In 2002, in conjunction
with a Measurement Survey, BCIS conducted a small straw poll which suggested that
29% of Bills of Quantities were being distributed in electronic format and that it was fairly
common to distribute tender documents in electronic format, but much less common for
them to be returned in electronic format. A wider survey of UK practice was called for to
verify current member practices.
In February 2006, in conjunction with the preparation of the RICS e-tendering Guidance
Note by the RICS QS & Construction IT Business Group, BCIS undertook a Web survey
of UK sole principal and partner/director members of the Quantity Surveying and
Construction Faculty. Based on the findings of that 2006 survey, in conjunction with
BravoSolution, BCIS launched the RICS eTendering Solution as a subscription service.
In February 2009, BCIS and the RICS QS & Construction IT Business Group repeated
the original survey, largely unchanged, but with some alterations, omissions and
additions. The objective was to assess how the e-tendering practices and sentiments of
RICS members have changed. The results are reported in Section 4, but the additional
comments offered by members in response to some questions are reproduced in two
Appendices.
BCIS is grateful to the responding RICS members for their time and effort expended in
completing the survey, or tendering their apologies. Their support is much appreciated.
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3. The survey method and questions
An email inviting participation in an electronic Web survey was successfully delivered to
4669 partner/director/sole principal members of the Quantity Surveying and Construction
Professional Group (vs. 4000 in 2006). The original survey email was sent on 26 J anuary
2009 calling for responses by 6 February. A first reminder was sent on 3 February and a
second reminder extended the response deadline to 13 February. The Web survey form
asked for confirmation of the respondents details and posed the following questions (the
response options offered follow in parentheses):
For whom are you answering? (Whole firm, Single office, Myself)
If answering for a firm or office, how many UK surveying staff will your responses
reflect?
For how many UK projects did you organise tenders in 2008?
What percentage of the above UK projects were in the public sector?
What percentage of the UK projects were subject to OJ EU rules?
What percentages of the contract documents sent as part of the tenders were
distributed in the following ways?
(Electronic format only, Electronic and paper, Paper only)
Note: The 2006 survey posed separate delivery and response questions.
What percentages of documents sent electronically to tenderers were distributed by
the following means? (Disk or other physical media, E-mail, Web based portal)
How often do your clients demand e-tendering? (Often, Rarely, Never)
Would you be interested in using a web based tendering portal if the cost was similar
to the cost of preparing and distributing hard copy tenders?
(Yes, No, and If not, why not?)
Please state if you agree or disagree with the following benefits attributed to electronic
means of tendering? (Strongly agree, Somewhat agree)
Will the ability to tender projects by electronic means enhance your service in the
marketplace? (Greatly, To some extent, Not at all)
Please rank the following issues as barriers to your firm's use of Web based
e-tendering? (Not important, Minor issue, Major issue, If other, please specify)
Note: The issues are reproduced in report Section 4.
Per project, what would you expect to pay (in Sterling) to use a web based e-
tendering service to send out and analyse the tender responses?
Are you aware of the RICS eTendering solution? (Yes, No, No, but I would like to be
sent details)
Have you read the RICS e-tendering guidance note? (Yes, No)
Would you like to be sent a link to the survey findings when they are published?
(Yes, No)
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4. The survey results
Response profile
A total of 369 members, 7.9%, responded (vs. 298 or 7.4% in 2006). Together these
responses represented more than 4406 staff, an average of about 12 staff per
respondent (vs. 2754 staff, 9.2 per respondent, in 2006).
Members were asked whether they were responding on behalf of their whole firm, a
single office or themselves. The response profile is shown in Table 1.
Table 1. For whom or what members were responding
Response category Number Percentage
Whole firm 203 55%
Single Office 70 19%
Myself (individuals) 94 26%
Number of answers 367*
* 2 respondents did not answer the profiling question.

Respondents answers
The members responses to the substantive survey questions are presented below under
sub-headings corresponding to the questions.
Q For how many UK projects did you organise tenders in 2008?
In the past year, 343 respondents organised 9342 UK tenders, an average of 27 per
respondent (vs. 25 in 2006). (Twenty-one respondents did not organise any tenders in
the past year. Eight respondents did not answer this question.)
Q What percentage of the above UK projects were in the public sector?
On average, 26% of tenders were for public sector projects (vs. 31% in 2006). This
equates to 3313 tenders.
Q What percentage of the UK projects were subject to OJEU rules?
On average, 12% of tenders were subject to OJ EU rules (vs. 8% in 2006). This equates
to 1529 tenders. So, the percentage of tenders subject to OJ EU rules was 50% higher.
Q What percentages of the contract documents sent as part of the tenders were
distributed in the following ways?
Considering all the responses, the average percentages of contract documents sent in
electronic format only and in both electronic and paper formats increased substantially,
while the percentage sent only in paper format decreased.
In Table 2, and other tables that follow, the answers from the full sample base (2009 all)
are followed by the answers from members that said they issued 50 or more tenders/year
(2009 50+) and 100 or more tenders/year (2009 100+).

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Table 2. Formats for distribution of contract documents sent as part of tenders
Format v Sample> 2009 all 2009 50+ 2009 100+ 2006 all
Electronic format only 15% 27% 26% 8%
Electronic and paper 40% 25% 25% 27%
Paper only 45% 48% 49% 65%
Number of answers 352 52 27

Q What percentages of documents sent electronically to tenderers were
distributed by the following means? (Disk or other physical media, E-mail, Web based
portal)
Considering the entire sample, the average percentage sent via disk or other physical
media increased substantially, while the percentage sent via email fell, and there was
little change in the percentage sent via web based portals. Table 3 records the averages
of the percentages quoted by the full samples and firms that send out larger numbers of
tenders. Relative to 2006, the use of physical media increased markedly, while the use of
email fell, and there was little change in the use of Web based portal.
Table 3. Means of distribution of electronic documents
Means v Sample> 2009 all 2009 50+ 2009 100+ 2006 all
Disk or other physical media 46% 56% 60% 29%
E-mail 46% 33% 27% 64%
Web based portal 8% 11% 13% 7%

Q How often do your clients demand e-tendering?
The profiles of the answers to the above question are recorded in Table 4. The averaged
responses for the full survey sample bases suggests there has been no substantial
change in client demand for e-tendering.
Table 4. How often do clients demand e-tendering?
Frequency v Sample> 2009 all 2009 50+ 2009 100+ 2006 all
Often 11% 17% 15% 10%
Rarely 38% 42% 41% 38%
Never 51% 40% 44% 52%

Q Would you be interested in using a Web based tendering portal if the cost was
similar to the cost of preparing and distributing hard copy tenders?
The profiles of the answers to the above question are recorded in Table 5. The averaged
responses for the full samples suggest that members interest in using a Web based
tendering portal may have fallen slightly in the current economic climate.
Table 5. Would you be interested in using a Web based tendering portal if the cost was
similar to the cost of preparing and distributing hard copy tenders?
Interested v Sample> 2009 all 2009 50+ 2009 100+ 2006 all
Yes 62% 73% 85% 64%
No 38% 27% 15% 36%
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Q Please state if you agree or disagree with the following benefits attributed to
electronic means of tendering?
More members than in 2006 agreed strongly that e-tendering offers lower administration
costs/effort. The response to the newly suggested benefit, reduced effort in issuing
clarifications, was also quite positive. However, with most suggested benefits, the
responses were similar to those in 2006, and with better access to information for sub-
contractors slightly more negative.
Table 6. Agreement with benefits attributed to e-tendering
Benefit/Sentiment v Sample> 2009 all 2009 50+ 2009 100+ 2006 all
Reduced timescale of tendering
Strongly agree 19% 19% 22% 17%
Somewhat agree 47% 46% 52% 47%
Disagree 35% 35% 26% 36%
Reduced effort in analysing tenders
Disagree 34% 29% 26% 24%
Lower administration costs/effort (printing, copying and distribution)
Disagree 9% 4% 0% 11%
Better contractor access to information for sub-contractors
Disagree 15% 14% 15% 13%
Reduced effort in issuing clarifications
Strongly agree 36% 35% 37%
Somewhat agree 45% 46% 52%
Disagree 19% 19% 11%

Q Will the ability to tender projects by electronic means enhance your service in
the marketplace?
Comparing the full samples, in comparison with 2006, on balance, 1% fewer answered
greatly and 4% more answered to some extent.
Table 7. Will the ability to tender projects by electronic means enhance your service in
the market place?
Sentiment v Sample> 2009 all 2009 50+ 2009 100+ 2006 all
Greatly 9% 17% 19% 10%
To some extent 68% 75% 78% 64%
Not at all 23% 8% 4% 26%

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Q Please rank the following issues as barriers to your firm's use of Web based
e-tendering
The profiles of the answers to the above request are recorded in Table 8.
Cost of the e-tendering service/software (and other associated costs), lack of client
demand, and clients wont pay were all ranked highly.
Table 8. Ranking of issues as barriers to the use of web based e-tendering
Barrier/Sentiment v Sample> 2009 all 2009 50+* 2009 100+*
General resistance to change
Not important 41% 33% 37%
Minor issue 49% 60% 56%
Major issue 10% 8% 7%
Cost of service/software
Cost of training
Reliance on staff with special training
Lack of client demand
Client prohibition of e-tendering
Client wont pay
* 50+ and 100+ refer to samples including firms that issued 50 or more and 100 or more
tenders/year.
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Q Per project, what would you expect to pay (in Sterling) to use a web based
e-tendering service to send out and analyse the tender responses?
The profile of the answers to the above question is presented in Table 9.
Table 9. Answers to question: Per project, what would you expect to pay to use a web
based e-tendering service to send out and analyse the tender responses?
2009 all 2009 50+ 2009 100+
Minimum 0 0 0
Maximum 20,000 2000 500
Average of sums>0 714 347 228
Average including 0s 536 267 166
Q Are you aware of the RICS eTendering solution?
The answers to the above question are recorded in Table 10 below. Based on the full
sample, fewer than half of those that responded were aware of the service.
Table 10. Answers to question: Are you aware of the RICS eTendering solution?
2009 all 2009 50+ 2009 100+
Yes 47% 50% 58%
No *53% 50% 42%
* 22% wished to be sent information.
Q Have you read the RICS e-tendering Guidance Note?
Table 11 records the response profile for the above question.
Table 11. Percentages of members that read or did not read the RICS Guidance note
2009 all 2009 50+ 2009 100+ 2006 all
Yes, read 37% 55% 67% 37%
No 63% 45% 33% 63%

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5. Conclusions
Having reviewed the results of the survey as presented in this report and the additional
comments from members reproduced in Appendices A and B, BCIS concludes:
Electronic document transfer is increasing - For the entire survey sample, the
percentages of contract documents sent in electronic format only almost doubled, the
percentage in both electronic and paper formats increased by 13%, while the
percentage sent only in paper format decreased by 20%. The growth in electronic-
only document transfers in firms issuing larger numbers of tenders was pronounced
it trebled. Firms issuing 100 or more tenders per year now send more than one
quarter of their tender documents by email. The greater use of electronic transfer
would suggest that more firms would embrace the use of Web based e-tendering, but
this does not appear the case.
There is increased use of physical media to distribute electronic tender
documents: Having provided a Web based e-tendering solution, BCIS is concerned
that the use of disks or other physical media increased by 17% over the full survey
sample, and by 26% and more in firms issuing greater numbers of tenders. BCIS is
encouraged that fewer tender documents are being sent by email, as this practice is
deprecated in the E-tendering RICS Guidance Note. The percentage of documents
sent via email fell 18% for the full survey sample and is substantially lower in firms
sending out more tenders. Issues such as the volumes of data associated with CAD
files, restrictions commonly placed on the maximum size of emails and mailboxes,
and the relative insecurity of standard emails may be contributory factors. The small
increase in the percentage sent via Web based portals serves to confirm that their
use is still not widespread.
RICS members sentiment toward e-tendering remains strongly positive:
Table 7 shows that 68% of responding members felt that the ability to tender projects
by electronic means will enhance their service in the market place to some extent.
On average, this is 4% more than in 2006. A further 9% answered greatly 1% less
than the full samples average response in 2006, but responses from firms issuing
greater numbers of tenders are substantially more positive. Overall, the sentiment
remains strongly positive.
Ongoing acceptance by the majority of responding members of the benefits of
e-tendering:
Table 6. Agreement with benefits attributed to e-tendering shows that between 91%
and 65% of members confirmed each of five key benefits associated with
e-tendering: lower administration costs/effort (printing, copying and distribution, better
contractor access to information for sub-contractors, reduced effort in issuing
clarifications, reduced timescale of tendering, and reduced effort in analysing tenders.
65% of full sample base agreed e-tendering offers reduced effort in analysing
tenders. This was 11% fewer than in 2006, but the views of respondents from firms
sending out more tenders per year were significantly more positive. 91% of the full
sample base, and all of the respondents from firms issuing 100 or more tenders per
year agreed that e-tendering offers lower administration costs/effort.
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Concern about the costs and clients sentiment ranked highly: The responses in
2009 and 2006 shown in Table 4. How often do clients demand e-tendering? suggest
there has been little, if any, change in client demand for e-tendering. The responses
recorded in Table 8 to the 2009 survey request to Please rank the following issues as
barriers to your firm's use of Web based e-tendering show that the perceived costs
and perceived clients lack of interest and unwillingness to bear the costs, were the
most highly ranked barriers to greater use of web based e-tendering. From largest to
smallest, the percentages of the full sample ranking of these barriers as major issues
were: lack of client demand 54%, client wont pay 48%, cost of service/software 45%.
BCIS is convinced that Web based e-tendering minimises the administrative overheads
associated with tendering, streamlines document handling, speeds up tender processes,
eases the demands on managerial resources, provides added security and makes it
easier to comply with best practice recommendations.
For BCIS, the survey has confirmed that BCIS should continue its efforts to bring home
the benefits of Web based e-tendering and the RICS eTendering Solution to clients and
practitioners.
At present, many practitioners and clients may not fully appreciate the possibilities
inherent in controlling the data formats in which tenders are returned. Better structured
digital tender data supports improved analyses and facilitates the flow of information from
contractors and subcontractors, through surveyors systems, into clients systems. Over
time, BCIS believes industry firms will become increasing aware of the true value of such
data.
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Appendix A: Reasons given for lack of interest in Web
portal assuming similar cost
Members were asked: Would you be interested in using a Web based tendering portal if
the cost was similar to the cost of preparing and distributing hard copy tenders? If not,
Why not? Their comments are categorised below under bulleted headings. Small
superscript numbers are used to indicate where a comment was split for categorisation
purposes.
Access to an alternative system/web based tendering portal:
o Already developed a system.
o Because we already use the Gleeds Tender Channel.
o (I) am quite happy with the tendering documentation that my software offers.
o Prefer to use own or client systems.
o We already offer this facility.
o We are a partner of BIW's tendering portal. Tendering this way is QA
practice.
o We have our own e-tender portal.
o We have our own in house e-tendering package.
o Will just use Local Government System .
(12).

Email and other alternatives:
o
(12)
(Will just use) email for private contracts.
o
(2)
Why bother with a web portal when you can e-mail files direct?
o Because its cheaper using email.
o Don't see the need. It's just as easy to tender via e-mail.
(4).

o Easier just to email - but I would consider trialing this alternative.
o Electronic transfer of documents can be managed in other ways than web
portals.
o E-mail is free.
o Happier to control electronic distribution either by disc or by using firms web
site.
o It is likely to be dearer than email and is likely to be far more complex than
email, which means it's less suitable for the small domestic projects I do.
o Most tender documents can be distributed by e-mail or CD, which is already
cheaper than hard copy tenders.
o System we currently use appears to be working well, i.e. email with
procedures to overcome problems such as confirmation of all documents
received.
o There is no cost to use e-mail and you can request read/send receipts to be
certain that it has been received/read.
(7)

o Using e-mail more progressively.
o We do not have the cost of hard copy tendering, all documents are
distributed by email. Cost of tendering portal would have to bring significant
benefits over own in-house procedures.

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Clients:
o Client led decision normally.
o Client requirements.
o Clients (are) not yet ready for this, integrated and usable software appears to
require risk(y) changes to web based intranets or the like. Clients reluctance
to accept e-tendering.
o Clients don't ask for e tendering.
o Clients would not be interested and.
(1).

o Currently clients happy to pay for printing costs, but not e-tendering costs.
o Driven by client needs.
o No current client demand.
o No requirement by clients
(10)
.
o None of our clients to date have requested this
(9)
.
o Not at the moment - the opportunity has not arisen with my clients who are
predominantly in the hotels sector.
o No local public sector requirement at present.
o Tenders include non electronic client documentation.
o The clients procurement department issues the tenders for the main client.
o The interest is not there from the clients viewpoint.
o Would not satisfy public sector contract regulations.

Clients require paper, printing costs born by bidder:
o Although clients want e-tendering, they also want hard copy contract
documents.
o As a contractor we find that clients are increasingly e-mailing tenders. This
obviously reduces clients initial tender cost, but results in an increased cost
of tendering for the contractor who has to print documents and drawings. We
also find that the clients require returns as hard copies (and) therefore
postage costs still sit with the contractor. I have previous experience in web
based tendering and was very impressed, though smaller contractors may
struggle with the technology, and (the) training (required) again increases the
tendering cost.
o Clients, contractors, lawyers still like final documentation in black and white
on a page.
o
(3)
Printing costs are born by bidder.

Cost/benefits:
o Cost would have to be cheaper.
o Fail to see cost or time benefit at present.
o For the size of contracts the added complication would not be worth it.
o I would be surprised if cost has been the issue on many projects - more
related to issues of inertia, investing in the time to explain the benefits to the
client and possibly some concern that an e-tender, which pushes costs of
document printing, etc. to the contractor (which) might make the tender less
attractive in a 'hot' market.
o Needs to be a lot cheaper.
(11)

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Cost/benefits: (continued)
o Only benefit/attraction to change would be time and cost.
o Possibly (we might use e-tendering. It) depends on cost and whether the
document safe.
o This would require changes in our current procedures and due to the limited
number of tenders is not considered cost effective at present.
o Would need to offer cost savings and increase participation by supply chain.

Dislike/distrust of the technology involved:
o After the planning portal debacle, I dont feel that standardised systems work
for me.
o Because as a bidder they are a faceless and inconvenient way of bidding.
Personal contact on queries is often difficult (3).
o I would want to retain complete control.
o (There is concern about) Losing control.

Electronic document related problems:
o Audit trails are easier with hard copies, and do not rely on various versions of
software. What appears on one printer or on one persons screen may differ
from the original persons computer. PDF based drawings cause numerous
scaling problems.
(2)

o Because of our perception that e-tendered documents can be altered and
therefore require checking at tender return - we already provide BQs in CITE
or Excel format to contractors as an aid to tendering, but still require our
original paper documents returned priced in ink.
o Physical evidence of tender contract documents in the event of any future
dispute resolution issues.

E-tendering systems too complex/not suitable/present problems:
o
(11)
Contractors can find it difficult to use and time spent explaining can be
prohibitive.
o Experience of other client systems indicates that current systems are too
complex. If systems could be greatly simplified and made far cheaper it
would greatly enhance the uptake.
o I find that electronic systems are not totally suitable to the way I work and
have sometimes caused major errors due to less attention being paid to
detail.
o I have used such a system at a previous employer and found it to
unnecessarily complicate the process particularly where smaller building
firms or clients are concerned.
o J ust more complex than paper way.
o Lack of tracking and getting tenderers to check for updates.
o Potential loss of control and email/disk processes work well. Potentially web
based portal is leaving things to chance and you are relying on others
actually downloading information.
o
(7)
The problem with a specific web based portal would be that it may be quite
rigid and not sufficiently flexible to differing situations.

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E-tendering systems too complex/not suitable/present problems (continued)
o Too complex
(6)
also inevitable problems with heavy web traffic slowing
down access to web portals.
o We have been fee tendering using this method and on a number of
occasions have had difficulty downloading or saving or submitting our tender
or a combination of these. Combined electronic and paper tendering works
well and is well understood and received.

Insufficient experience:
o Insufficient technical experience both within office and client base.

Interested in e-tendering portal if:
o If it accepts or is a substitute for Masterbill BQ e-tendering process and
easier than direct e-mail then, YES.
o I would be interested for larger more complex tenders with sub-consultant
packages.

No need to change:
o At present (it is) not necessary to change our current process.
o
(3)
Because I don't handle projects of this nature.
o Currently no great demand.
o
(4)
Also, project sizes aren't large enough to warrant web based e-tendering.
o No need.
o No need.
o Not needed.
o Quite happy the way we are.

Preference:
o I prefer my present system.
o I prefer the traditional methods.
o Its a good idea, but the staff prefer hard copies of documents.
o Our present system suits.
o Tenderers collect (the tender documents. This) gives better feedback on level
of interest and (the) cost (is) not that significant in overall process.

Security/trust issues:
o May not remain private.
o Security.
o Trust.

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Small Contractors/small projects/IT capability:
o (I would be interested in an e-tendering solution), but not on small projects
less than 500,000.
o A large proportion of our projects are small work (under 500k) and
contractors who deal with these works are not geared to receive tenders,
specifically drawings electronically.
o Contractor resistance.
o Contractors do not like the additional burden of receiving too much and often
uncoordinated information. Tender periods need to be extended by a week to
allow contractors time to deal with this additional burden. (This is for other
than very large projects.)
o Contractors we use are not fully geared up for electronic tendering.
o Generally the level of scheme we work on means smaller contractors are
tendering and some are not set up to run things electronically.
o Majority of contractors I work with do not want web based tendering.
o Many of our projects are small value for local authorities where the
contractors are small and often do not have the IT skills to use web portals.
Also many small firms do not have the ability to download and use CAD
drawings, etc.
o Minor projects only: small builders who often dont have a computer.
o
(6)
Many contractors, clients and professionals still prefer to have hard copies
of many documents to hand (to take to site, meetings, etc.).
o
(9)
Not all contractors set up to receive it.
o Most builders in my area of work would not be able to deal with it, i.e. (those
tendering for) domestic (jobs with values of) 250k - 5m.
o Most contractors we deal with are small locally based companies who have
not yet embraced electronic technology. We do however, when requested,
email copies of bills.
o Not all contractors are geared up for e-tendering. Several prefer paper
documentation.
o Not all contractors are prepared for it. We deal in minor works and small
contractors.
o Not appropriate for the type of contractors usually employed on the contracts
with which we are involved.
o Not large projects.
o Not suitable for our types of projects.
o Only (a) certain number of contractors use this method and it would preclude
certain contractors from tendering in rural areas.
o Only undertake small domestic projects. I have a standard set of doc's on my
computer.
o Projects and clients not appropriate.
o Projects I deal with are not large enough - smaller jobs tendered by smaller
firms (some might have email addresses, but not all, and few have the facility
to read/print drawings, which need to be sent to contractors and
subcontractors to price from (usually plan and spec/schedule of work
tenders).
o
(10)
Some contractors tendering for minor projects do not have the
facilities/expertise to comply with requirements.
o Some tenderers are not IT literate.

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Small Contractors/small projects/IT capability (continued):
o
(1)
the contractors that I deal with would prefer paper.
o The large proportion of the contractors we deal with would find it difficult.
o The level of builders with which I engage are not necessarily geared-up for
electronic tendering.
o (With) the size of projects we are working on and the type of contractors, it
wouldn't be effective.
o
(5).
The small and medium size contractors I use invariably request paper
copies of documents (especially drawings).
o To date, contractors resistance.
o Virtually all tenders are for single private sector houses and the most suitable
contractors on the island are likely to experience difficulties accessing web
based information.
o We don't believe that the size of projects we are involved with makes them
viable.
o We tend to deal with small projects and small contractors.
o With spec and drawings, not all contractors can handle drawings. Even if
they can read .pdf drawings, they can't plot them out.

Too few tenders to merit change:
o At the moment, too few commissions to justify.
o Do not send out enough tenders to warrant such a system.
o Don't issue enough tenders.
o My company is not big enough to warrant it.
o Not applicable.
o Not appropriate to the scale of project or contractors.
o Not large enough.
o Our output is relatively small and we deal with relatively small contractors.
o Prepare own analysis - only a few operated per year.
o Very few tenders required.
o We do not do the volume.
o We do not tender enough projects.
o Would not have thought it to be worth considering for the small number of
tenders we deal with.
o Not currently applicable in my situation as sole trader. To be reviewed.

RICS April 2009


18
Appendix B: Reasons given for why the ability to use
e-tendering would not enhance service
Members were asked: Will the ability to tender projects by electronic means enhance
your service in the marketplace? If not why not? Their Why not comments are
categorised below under bulleted headings.
Already do it:
o Already tender electronically for our client through the BRAVO platform.
o Do it already.
o It's common practice with our clients' partners/consultants.
o The ability to tender projects by hardcopy and/or electronic means should be
the accepted standard.
o This is done as a matter of course anyway, so the enhancement to the
current process is negligible.
o We already do that.

Email and other alternatives:
o We have been issuing tenders electronically (by e-mail and/or CD) for many
years already.

Clients and lack of demand:
o Because clients never request e-tendering.
o Cannot see how would enhance service to my clients.
o Clients are people focused, and then price.
o Clients aren't interested in e-tendering. If they were, we would invest in it.
o Clients do not make judgments about suitability on the basis of your ability to
operate a system.
o Clients don't know about it and, if they did, I would advise them against using
it for the small domestic projects I do.
o Clients just interested in final outcome, not process.
o Clients not requesting (e-tendering) in private sector.
o Clients prefer my method.
o Clients would not be interested.
o I don't think it will (enhance my service in the marketplace).
o I produce work to my clients requirements.
o Majority of work is in the private sector and these clients dont insist on
electronic tendering or, in some cases, care.
o Many clients still place the greatest amount of emphasis on personal service;
e-tendering will bring inherent efficiencies, but I am not sure this equates to
enhanced service.
o My clients generally do not demand it.
o
(1)
My Clients do not demand it.
o No, as it has never been a client criteria and would not be seen by any as
contributing to the success of procurement.
o No demand for this service.
RICS April 2009


19
Clients and lack of demand (continued):
o No real demand.
o No significant benefits for client.
o The client is really not bothered as long as it gets done.
o Not demanded.
o Not required by our clients. On this basis, the only reason for us to change
would be if there is a reduction in surveyors and admin time.
o Our clients are not asking for any particular form of tendering so it makes no
difference to them.
o Our clients have no preference. This would be purely for our own
convenience.
o We have never been asked to issue tenders in this way.

Clients require paper, printing costs born by bidder, printing still
necessary, tenderers asks for prints:
o Complex documents still need to be printed by the tenderer in order to
analyse, which reduces bidding time. The use of electronic transmission is
great if it replaces the postal service. Portals are user unfriendly and abused
by public sector clients.
o Local contractors are likely to need paper copies and do not have the
facilities for printing the information themselves.
o Tenderers on Minor Works contracts request hard copy.
o The small and medium size contractors I use invariably request paper copies
of documents (especially drawings).

Electronic documents related problems:
o Small projects generally. We are on Macintosh computers and not all info is
compatible. It takes time to transfer to Mac systems.

E-tendering systems too complex/not suitable/presents problems:
o I am afraid I am from a generation who use electronic systems only where
appropriate and in this instance I feel it could lead to serious errors. This has
happened to me when experienced QSs have made basic errors
concentrating on the electronic approach to measurement rather than take
time and care to consider detail.

Insufficient experience in industry:
o Industry in Guernsey is not used to e-tendering yet, although this is being
worked on.

No need to change:
o It is merely a distribution system - quality of service is inbuilt into the
documents that are distributed by any means.
o It is merely a tool; the technical content of service doesnt change.
RICS April 2009


20
No need to change (Continued):
o Its not rocket science anymore and we don't believe the marketplace will be
impressed by it.
o No need.
o Possibly to assist contractors, but not necessarily to assist this practice
o The documents will be the same.
o We are generally the recipient of tenders.
o What we do is safe and secure and gets reliable results.
o Why would it (enhance our service), the traditional method continues to work
well.

Preference:
o I offer a bespoke service. I do not want it standardised.

Small Contractors/Small projects/IT capability:
o I generally work on quite small projects with builders and clients who would
not be experienced in the use of such methods or in some cases not able to
use such methods.
o It really suits QSs rather than building surveyors involved in jobbing type
work and not involved in regularly tendering larger projects.
o Not at present as clients and contractors are smaller scale; values up to
400K, and not set up to deal with e tendering.
o Most contractors we deal with are small locally based companies who have
not yet embraced electronic technology. We do however, when requested,
email copies of bills.
o Our projects generally not big enough to warrant electronic tendering.
o The demand for this service is at present not required for the scale of
projects that I am currently involved in.
o The level of builders with which I engage are not necessarily geared-up for
electronic tendering
(1)

o The projects I deal with tend to be on small scale.
o We tend to deal with small projects and small contractors.

RICS April 2009


21
Too few tenders to merit change/Size of firm:
o At the moment too few commissions to justify.
o I do not issue a sufficient number of tender documents for it to make any
significant difference.
o My company is not big enough to warrant it.

Miscellaneous reasons/comments:
o I think that there will be a switch to more single stage competitive tendering
which will suit the system. I also think that having the full chronology of
tender correspondence could be very useful should a dispute take place.
o Not in this market.
o The market expects everyone to be efficient and generally we all have
adopted our own means to operate efficiently. Firms that haven't will find it
increasingly difficult to survive.
o Work mainly for specialist subcontractors.

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