Corporate Solutions Centre for Public Procurement and Contract Management

Kılıç Kurumsal Danışmanlık A.Ş. provides corporate consultancy, training, process review, reporting and workflow development services in public procurement and contract management. Kılıç Hukuk, by contrast, is a separate website that provides information on how litigation and legal services should be conducted within the framework of professional rules. On this website, the two organisations are not presented through the same enquiry form or with a shared promise of results; visitors are informed according to the nature of their needs.

The first step is to assess the company’s level of preparedness under “Tender Preparation and Preliminary Review” in terms of its EKAP records, authorisation and signature arrangements, work experience, financial standing, capacity to provide guarantees, technical capability and the responsibilities of the tender team. At the end of the engagement, a preparation roadmap identifying missing documents and capabilities, a list of responsibilities and a review plan for the first tender are produced.

As soon as the invitation letter is received, a task list should be prepared covering the performance security, documents demonstrating tax and social security status, debarment status and the pledged qualification criteria, signature and authorisation records, and contract costs. Those responsible for obtaining and approving documents and completing electronic procedures should be identified; these tasks should not be left until the final day.

The performance security should be reviewed with due regard to the contract price, the relationship between the tender and the threshold value, the type of work, the completion or acceptance date and any warranty period. It should be confirmed that the electronic letter of guarantee is matched to the correct contract and covers the required period. The potential need for additional performance security in the event of an increase in the scope of work or price adjustment payments should also be monitored.

The responsibilities of the requesting unit, technical preparation, estimated contract value, procurement or tender unit, financial control, contract management and acceptance must be clearly separated from one another. For each transaction, the persons responsible, approving, consulted and informed must be identified; delegation of authority, cover arrangements and conflict-of-interest controls must be documented in writing.

The tender approval and estimated contract value, requirements and technical preparation documents, notice or invitation, tender documents and amendments, committee appointments, tenders and electronic records, minutes, evaluation documents, decision and approval, notifications, applications and records relating to the transition to the contract stage should be included in the file in a traceable order. Links to the original records of electronic documents must be preserved. Assistance on specific matters should be obtained from Kılıç Kurumsal, which specialises in this field.

Preparing for public procurement requires the sales, technical and finance departments, those responsible for authorisation and signing procedures, and the tender team to work together. Company-specific training clarifies the responsibilities of these units, highlights recurring errors in previous tender files and establishes a shared control framework for the tender preparation process. The training does not guarantee the outcome of a tender; it aims to improve the quality of the company’s decisions, documentation and controls.

Winning the tender does not mean that the work will automatically proceed without problems. Following contract signature, commencement of work, time periods, notifications, work programmes, payments, changes, guarantees, penalties and acceptance procedures require a different management framework. Contract implementation training aims to ensure that project and head-office units work according to the same obligations schedule, that important decisions are documented in writing and that management identifies risks earlier.

Consultancy should begin once the target tender has been identified and, where possible, before the deadline for requesting clarifications on the tender documents. This allows the decision to participate, qualification documents, cost analysis, guarantee and allocation of responsibilities to be reviewed before the final day. Where very little time remains before bid submission, the work may be limited in scope and in the extent of checks possible.

The most appropriate time is at the final document review, after notification that the tender has been awarded and before the contract is signed. If the contract has already been signed, the work should begin before the actual start of work or site handover. This allows the project team to be provided in advance with information and training on obligations relating to the guarantee, commencement of work, notifications, work programme, delivery and payment.