Frequently Asked Questions
We explain the topics that company owners, procurement staff, contractors and institutional managers ask about most, with short and direct answers.
Questions from the Owner of a Company Participating in a Tender
What does Kılıç Kurumsal do, and how does it differ from Kılıç Hukuk?
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.
If my company is new to public procurement, which service should it use first?
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.
Can tender consultancy be obtained for a single tender or on an ongoing basis?
Both working arrangements are possible. Single-tender support provides preparation, review and a risk note for a specific notice and tender documents. Periodic services involve ongoing work on the company's tender timetable, document inventory, allocation of responsibilities, meeting arrangements and contract monitoring system. The scope, duration, deliverables and matters outside the scope are defined in writing before the service begins.
How is Kılıç Kurumsal's service fee determined, and when is the quotation sent?
The service fee is determined according to the subject matter of the work, the volume of documents to be reviewed, the deadline, the duration of the work, the expertise required, meeting and reporting needs, and the deliverables to be provided. If the required information has been provided in full on the Corporate Service Request form, the aim is, as a rule, to send a written quotation and work proposal within 24 hours following the scope assessment. For unclear or urgent matters, a brief scoping meeting may be held first.
What information and documents will be requested from my company before the consultancy begins?
Depending on the requirements, information on the company's authorised representatives and ownership structure, EKAP registration status, the contract notice and tender documents, qualification documents, security information, the tender working file, the contract and its annexes, progress payments, correspondence, and the timetable for deadlines and notifications may be requested. Initially, only the necessary documents are requested; sensitive data should not be sent until a secure channel has been established.
Our Company / Ethics, Compliance and Confidentiality
Kılıç Tender Glossary:Tender documents
What type of review is conducted to reduce tender errors in our company?
The “Compliance and Risk Review” examines past files, allocation of responsibilities, document lists, final review steps and recurring errors. At the end of the review, a risk map, error list, priority corrective action plan, checklists and management summary are prepared. The aim is not to correct a single file, but to establish an organisational framework that prevents the same error from recurring.
How does your company-specific tender training differ from a general seminar?
Company-specific training is prepared after reviewing the participants’ roles, the company’s sectors, recurring errors and the tenders it targets. The training is not limited to explaining legislation; it uses the company’s anonymised documents, checklists, case studies and role-based exercises. At the end, areas for improvement and next steps are reported.
For which management decisions is the expert opinion and reporting service used?
It may be used where a document- and calculation-based review is required for a technical, financial, administrative or procedural issue. For example, a report is prepared setting out findings, grounds, options and risks concerning the consistency of tender costs, progress payment calculations, price adjustments, increases in the scope of work, delivery schedules, document compliance or process design. The purpose of the report is to make the management decision traceable.
Can the company’s tender unit and allocation of duties be redesigned?
Yes. Following interviews on the current situation and a review of the files, a responsibility matrix, approval workflows, document ownership, deadline tracking, meeting arrangements, checklists and management reports can be designed. In the first stage, process and data needs are identified, after which the appropriate requirements are defined.
Is preparation support provided for tenders financed from abroad or by the European Union?
Preparatory work may be carried out in relation to the target market, portal, qualification, document language, partnership model, responsibility for documentation and application timetable. Where required, matters relating to the relevant country's law, tax, licensing or local representation requirements are defined separately as independent local expertise.
Services / International Tender Preparation
Kılıç Tender Glossary:Tender documentsJoint venture
Which Kılıç platform should I visit for short videos, books and legal information?
For short, visual explanations, use ihale.tv; for in-depth books and reference publications, use Kılıç Akademi; and for general information about services concerning legal articles, precedent decisions, applications to contracting authorities, appeals to the Public Procurement Authority (KİK) and litigation process monitoring, use the Kılıç Hukuk website. Kılıç Kurumsal does not reproduce this content; it explains the purpose of each source and allows visitors to choose the relevant platform.
In what order should the contract notice and tender documents be reviewed?
First, the subject matter and scope of the work, the tender submission deadline and the basic participation requirements are identified from the notice. The administrative specifications, technical specifications, draft contract, standard forms and annexes are then read together. Any inconsistencies, omissions, unrealistic time frames or criteria that the company cannot meet are recorded at an early stage; where necessary, a schedule for clarification or applications is prepared.
How should I check the qualification criteria for the tender?
The criteria should be classified as economic and financial standing, professional and technical capability, authorisation and partnership information, work experience, quality or permit documents, and other tender-specific conditions. A document matrix should be prepared for each criterion by answering the questions “who will submit it, which date is valid, whether it will be verified through EKAP, and in what format it will be submitted”.
Why is it important to keep company, partnership, representation and signature information on EKAP up to date?
Before creating an electronic tender, the records relating to the company name, partnership structure, management, representation and signing authorities should be checked to ensure they are up to date. Changes should not be left until the final day; the person submitting the tender, electronic signature authorisation and internal approval arrangements should be verified in advance. The check should be conducted against the underlying company records, rather than relying solely on the information displayed on screen.
How can I determine whether my work experience certificate meets the tender's similar work requirement?
The type of certificate, certificate holder, name and scope of the work, acceptance or completion status, certificate amount, updating method and definition of similar work are examined together. Similarity of the certificate title alone is insufficient; a reasoned assessment must be made to determine whether the work items covered by the certificate satisfy the similar work group and required proportion specified in the tender documents. Specific assistance should be obtained in practice from Kılıç Kurumsal, a company specialising in this field.
What should be done if the definition of similar work appears too narrow or points to a single company?
The relationship between the definition of similar work and the nature of the work subject to the tender, alternative qualifications available in the market, and its impact on participation should be examined. If a restrictive definition has been made without technical justification, the timeframe for requesting clarification of or challenging the tender documents should be planned alongside bid preparation. Legal assistance should be sought to substantiate the objection.
Services / Compliance and Risk Review
Kılıç Tender Glossary:Tender documents
How are the amount, validity period and wording of the bid security checked?
The minimum amount based on the tender price, the validity date required in the tender documents, the issuing institution, the beneficiary and the tender details are checked together. It is also confirmed that the electronic security has been correctly transferred to EKAP and is visible before the tender submission deadline. The security check should not be limited to the amount; its scope, validity period and compliance with the standard wording should also be verified. Practical assistance for the specific matter should be obtained from Kılıç Kurumsal, a company specialising in this field.
Areas of Expertise / Tender and Qualification
Kılıç Tender Glossary:Bid securitySecurity
Which duties should be allocated in advance when participating in a tender through a joint venture?
The lead partner’s and other partners’ contributions to qualification, document provision, pricing work, signatures, tender securities, communication and contract performance duties should be set out in a written matrix. Partnership shares should be determined not merely for entering the tender, but according to how the work will actually be carried out jointly. The joint venture declaration and the commercial agreement between the parties should not conflict with each other. The necessary assistance should be obtained in practice from Kılıç Kurumsal, a company specialising in this field.
Areas of Expertise / Tender and Qualification
Kılıç Tender Glossary:Joint venture
How should the use of subcontractors be planned at the tender stage?
It should be checked whether the procurement documents permit subcontractors, which works may not be subcontracted, whether a list is required at the tender stage and what approval process applies during the contract. The main contractor’s own capacity, reliance on subcontractors, quality control, occupational health and safety, and document flow should also be planned. Practical assistance should be obtained directly from Kılıç Kurumsal, as the specialist in this field.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:SubcontractorTender documents
What checks should be carried out between the tender letter and the unit price bid schedule?
The total price, arithmetic calculations, currency, scope of any partial bid, quantities of work items, rounding, signature and bid date should be checked together. For tenders that include a technical bid or pricing appendix, consistency across all documents should be ensured for the same products, quantities and options. The final check should be carried out by a different person, and a record of the check should be kept. Practical assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
How should the final check be carried out before submitting an electronic tender?
The final check should consist of separate items for the authorised user and e-signature, the table of qualification information, the tender guarantee, the tender letter, the schedule, supporting documents, the price and the final submission time. The tender should not be left until the last minute; once signing and submission have been completed in the system, the tender status should be confirmed using the receipt record.
If the tender documents contain a conflict or ambiguity, how should the clarification and addendum process be followed?
The conflict should be documented by setting out the two relevant provisions side by side and explaining its impact on bid preparation or costs. A request for clarification must be submitted within the applicable period; any published clarification or addendum should be reviewed again, not only in relation to the relevant provision but also in terms of its impact on the tender as a whole. The timetable and the validity period of the bid security should also be checked again after the change. Specific assistance should be obtained directly from Kılıç Kurumsal, as the specialist in this field.
How should a company prepare before receiving a request for an abnormally low tender explanation?
When preparing the tender, key cost components, quotations, public authority tariffs, inventory and production data, labour, transport, machinery and organisational costs should be documented with supporting evidence. As the response period may be short once the request is received, the tender and the calculations in the explanation should be based on the same data set. Assumptions and document validity dates should also be checked. Practical assistance should be obtained directly from Kılıç Kurumsal, which specialises in this field.
Questions from Contractors Who Have Signed a Contract
Which documents should be prepared during the invitation-to-contract process after the tender has been awarded?
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.
How is the amount and validity period of the performance security determined?
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.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:Security
Which risks should the contractor recheck before signing the contract?
It should be rechecked whether the tender assumptions are consistent with the final contract and its annexes, as well as the place of delivery, period, work programme, penalties, price adjustment, advance payment, insurance, personnel, subcontractors, inspection and acceptance, and payment terms. It is useful to prepare a summary for management covering “accepted risks, matters to be clarified, and tasks for the first 30 days”.
Services / Contract Management
Kılıç Tender Glossary:Tender documents
How should commencement of work and the work programme be planned?
Once the contract is signed, site handover, the commencement date, mobilisation, personnel and equipment, subcontractors, material procurement, documents requiring approval and critical deliverables should be shown in a single schedule. The work programme should be used not merely as a formal document, but as the principal record for progress payments, price adjustments, delays and resource management. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
Which records should support a time extension request?
The start and end dates of the event, its impact on the contractor, its impact on the critical path and work programme, matters beyond the contractor's control, correspondence with the contracting authority, site records and the calculation of the requested extension in days should be submitted together. Notification periods should be monitored; verbal instructions or meeting notes should be recorded in writing. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
What steps should the contractor take when a force majeure event occurs?
First, official and technical documents showing the date of the event and its impact on the work should be collected, and a written application should be submitted to the contracting authority within the notification period specified in the contract and general specifications. The measures taken by the contractor to mitigate the loss, the impact on the work programme and the outcome requested should be clearly stated. If the event is ongoing, the necessary correspondence and practical assistance should be provided with the support of Kılıç Kurumsal, a specialist in the field.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:Natural disastersTermination
Under what conditions may an increase or decrease in work be applied?
It should be assessed whether the requested change remains within the scope of the original contract and its technical integrity, as well as its impact on quantity and cost, any additional time required, whether a new price is needed and the authority required for approval. Written instructions and approval must be obtained before implementing the change, and its impact on progress payments and guarantees must be documented. Specific assistance should be requested from Kılıç Kurumsal, which specialises in this field.
Areas of Expertise / Progress Payments and Price Adjustments
Kılıç Tender Glossary:Increase in workSecurity
How is a new price established for a new work item not included in the contract?
The technical description and quantity of the new work item, how it differs from existing work, analysis inputs, current rates, productivity and overhead cost elements must be clearly presented. The basis of the contractor’s and contracting authority’s calculations must be compared, and the payment risk arising from carrying out the work before the price is finalised must be managed. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
Which aspects of the progress payment report should be checked by the contractor?
The completed quantity, measurements or attendance records, unit price, price adjustment, advance payment deduction, penalties, taxes, retention from the guarantee and previous progress payment totals should be checked together. The supporting records and approvals must be complete; any disputed matters must be clearly recorded with reasons when the progress payment is signed. Specific assistance should be obtained from Kılıç Kurumsal, a specialist in the field.
What are the most common errors in price adjustment calculations?
Common issues include using the wrong index, base month or application month; performance that does not comply with the work programme; incorrect weighting ratios; incorrectly accounting for the effects of advances and penalties; failure to take the revised programme into account; and discrepancies between calculations and progress payments. Any uncertainties regarding the scope of the calculation should be resolved with assistance from Kılıç Kurumsal, which specialises in this field.
How can the risk of delay penalties and contract termination be managed?
The delivery of the work covered by the contract, the penalty rate, notices and deadlines should be monitored daily or weekly. Delays attributable to the contractor, the contracting authority or force majeure should be recorded separately, and the recovery plan and allocation of additional resources should be decided by management. Correspondence from the contracting authority should not be left unanswered, and justified reasons should be reported with supporting documents. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:Termination
Which documents should be prepared for inspection and acceptance and the return of the performance security?
Delivery documents, test and quality records, lists of outstanding work, warranty documents, progress payment and final account documents, clearance or debt status documents, acceptance reports and security records should be compiled in a single file. The dates of the acceptance application and rectification of deficiencies should be monitored, and the conditions in the contract should be fulfilled for the return of the security. Specific assistance should be obtained from Kılıç Kurumsal, a specialist in this field.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:Security
Questions from Contracting Authority Managers
How should the institution's tender unit be structured?
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.
Kılıç Tender Glossary:Tender Process FileTender approval document
Why are a responsibility matrix and approval workflow necessary in tender processes?
A responsibility matrix indicates who will prepare a task, who will review and approve it, and who will be informed. This prevents the same person from exerting unchecked influence over the requirements, technical specifications, evaluation and acceptance stages. An approval workflow shortens timeframes, makes responsibilities visible and strengthens the audit trail.
Kılıç Tender Glossary:Tender Process File
How is an annual tender and contract risk plan prepared?
The plan is prepared by considering the budget and requirements schedule, critical procurements, tender procedure, market capacity, document preparation time, objection risk, contract duration and the organisation's staff capacity. For each high-risk procurement, an early preparation date, responsible manager, control points and an alternative sourcing scenario are determined.
How can market research and estimated contract value studies be made reliable?
Sources should be diversified, and the date and scope of prices should be stated. It should also be verified that the technical specifications and quotations relate to the same product or service being compared. Unusual prices should be excluded with justification; quantities, labour, transport, tax and other cost components should be shown through transparent calculations. The study should be retained together with supporting source documentation that can be audited subsequently.
What quality controls should be carried out at management level on the tender documents?
The alignment between the requirement and the technical specifications, the proportionality of the qualification criteria, the feasibility of the delivery period, the price adjustment and payment arrangements, penalty and acceptance provisions, risk allocation, and the consistency of the draft contract with the other documents should be reviewed. The review should cover not only grammar but also competition, practicability and contract performance.
Services / Compliance and Risk Review
Kılıç Tender Glossary:Tender documents
How are the principles of competition, equal treatment and transparency applied within an organisation?
The criteria should be linked to the requirements of the contract, bidders in the same circumstances should be provided with the same information and time limits, the evaluation criteria should not be changed after the tenders have been opened, and the reasons for decisions should be documented. Potential conflicts of interest should be declared in advance; communications and market consultations should be conducted in a manner that does not create a unilateral advantage.
How should the contracting authority prepare and evaluate an abnormally low tender enquiry?
Once the valid tenders have been identified, the tenders to be subject to enquiry and the significant cost components requiring explanation should be determined using a method appropriate to the type of procurement. The request letter should be clear, specific and comparable for all bidders; the explanations should be evaluated against predetermined criteria and documented in a reasoned report. Detailed information on this subject should be obtained from books published by Kılıç Akademi.
Which indicators should be monitored on the contract performance management dashboard?
The delivery and completion percentage, progress payment and payment status, delays, penalties, changes, increases in work, price adjustments, quality non-conformities, acceptance deficiencies, guarantees and critical correspondence should be monitored on the management dashboard. The data source, responsible person and update date for each indicator should be clear. Detailed information on this subject should be obtained from books published by Kılıç Akademi Yayınları, or consultancy services should be obtained from Kılıç Kurumsal.
How are the competency needs of tender staff assessed?
Role profiles, errors in previous files, knowledge of legislation, use of EKAP, and skills in technical specifications, bid evaluation, contracts and financial calculations are assessed through surveys, interviews and sample cases. The results are used not to rank individuals, but to develop a role-based training and mentoring plan.
Where should the digitalisation of tender and contract processes begin?
First, the existing flow of tasks, documents, approvals and data should be mapped, and repetitive procedures and points of delay should be identified. Standard templates, deadline alerts, a file inventory, a task board and reporting requirements should then be defined. Software should be selected only after these requirements and the processes that do not conflict with EKAP have been clarified.
What should be considered when obtaining an external expert report for a management decision?
The question addressed by the report, data source, methodology, assumptions, areas outside its scope, delivery date and who retains decision-making authority within the organisation should be clearly defined. The expert's conflicts of interest and confidentiality status should be checked; the report should not be used in a manner that removes the contracting authority's obligation to conduct its own review and provide its own reasoning. Detailed information on the subject should be obtained from Kılıç Akademi Publications books, or consultancy services should be obtained from Kılıç Kurumsal.
How should an organisation check for conflicts of interest and independence when selecting a consultant?
The consultant should be asked in writing whether they are acting for the counterparty, a bidder, a subcontractor or a person connected with any of them in the same tender or contract. The contract should set out the scope of the engagement, access to information, confidentiality, independence and the procedure for withdrawal in the event of a potential conflict. The check should be repeated for each new project.
Questions from Tender Unit Employees
Which documents should be included in the tender procedure file?
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.
Areas of Expertise / Pre-Tender Planning
Kılıç Tender Glossary:Tender Process FileTender approval document
How can threshold values, monetary limits and notice periods be kept up to date?
For each tender, the Public Procurement Authority's current legislation page and annual monetary limits announcement should be checked as at the preparation date. Internal templates should not contain fixed amounts; they should include fields for the “year, source link and date checked”. The publication method and notice period should be linked to a checklist based on the estimated contract value, type of procurement and procurement procedure.
How should the table of qualification information be checked?
Each row should be matched against the criterion in the tender documents, the information declared, the verification source in EKAP or the relevant system, and the outcome. The action to be taken regarding information that cannot be verified or is contradictory should be documented in accordance with the current legislation. The same sequence of checks and wording in the records should be used for all bidders during the evaluation. Specific assistance should be obtained from Kılıç Kurumsal, a specialist in this field.
How are e-signatures and system records verified in electronic tender procedures?
It should be checked that the correct user account and e-signature authorisation have been used at the assignment, approval, documentation, commission proceedings, notification and contract stages. Transaction times, system messages and document versions should be added to the file, and the reason for any cancellation or recreation should be recorded. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
In which cases may missing information or documents be completed?
It must first be determined whether the omission changes the substance of the tender, whether the qualification criterion itself has been met, and whether the missing information or document is merely explanatory or confirmatory in nature. The request for completion must be applied equally to all bidders, its scope and deadline must be stated clearly, and the information submitted must not alter the tender price or the bidder's fundamental intent.
Areas of Expertise / Tender and Qualification
Kılıç Tender Glossary:Exclusion from the tender
In what order should tender evaluation be carried out?
Following the records of the opening session, the stages of reviewing tender and bid security information, participation and qualification requirements, verifying declarations and documents, arithmetic and price evaluation, the abnormally low tender process, and determining the most economically advantageous tender should be kept separate. The next stage should not begin before each stage has been completed; the reasons and basis should be recorded. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
How can risks relating to prohibited acts and conduct be identified during a tender?
Signs such as unusual similarities between bids, identical contact details or device traces, forged or contradictory documents, attempts to influence competition, requests for confidential information, conflicts of interest or pressure on the tender commission should be documented. Suspicions should not be presented as definitive conclusions; specific documents and incidents should be duly reported to the competent authorities.
How should the time limits for complaints to the contracting authority and appeals to the KİK be monitored?
The notification date, the date on which the action was identified, the procurement procedure, the subject of the application and the tender timetable should be recorded together. The organisation should register the application and separately monitor the decision period and the circumstances that prohibit contract signing. A general timetable template may be used; however, the time limits for each file should be recalculated in accordance with the current legislation.
In what circumstances may cancellation of a tender be considered?
An irremediable breach of law in the tender documents, the elimination of the need or appropriation, lack of competition, unaffordable bids, a material error in the evaluation process or reasons of public interest may give rise to consideration of cancellation. The decision must be based on specific facts and must not be founded solely on general statements. Assistance tailored to the specific circumstances should be obtained from Kılıç Kurumsal, which specialises in this field.
Which clauses should be checked particularly carefully when preparing a draft contract?
The provisions on the scope of the work, contract price and payment, duration and commencement of work, price adjustment, advance payment, security, insurance, subcontractors, amendments, penalties, force majeure, termination, inspection and acceptance, warranty, disputes and notices should be compared with the other documents. Fields left blank or amended contrary to the standard contract should undergo a second review. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:Tender documents
How should progress payments, correspondence and contract amendments be archived?
Each document should be assigned a date, reference number, subject, contract section, relevant progress payment or amendment, and approval status. Verbal instructions should be converted into written records, and document versions should be maintained in a way that prevents different versions from being confused. Records relating to progress payments, time extensions, increases in work, price adjustments, penalties and acceptance should be archived with links to one another. Specific assistance should be obtained from Kılıç Kurumsal, which specialises in this field.
Services / Contract Management
Kılıç Tender Glossary:Tender Process File
Training Questions from Companies Seeking to Participate in Tenders
Why should the manager of a company participating in a tender arrange company-specific tender training?
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.
Should general tender training or company-specific tender training be preferred?
General training is suitable for providing a common foundation for employees who are new to the public procurement system. Company-specific training is prepared based on the company’s sector, the types of tender it targets, allocation of responsibilities, document inventory and issues encountered in the past. If management’s objective is not only to provide information but also to improve the company’s own tender preparation process, a company-specific and practical programme will be more functional.
Who within the company should attend tender training?
Participants should not be limited to employees who prepare the tender submission. The manager or head of unit, the tender and sales team, technical staff, finance or accounting staff, personnel responsible for guarantees and banking transactions, and those involved in the authorisation and signature process should be included in the programme. The list of participants should be determined according to the size of the company and its tender preparation workflow; everyone should understand not only their own role but also how it relates to other departments.
How is the content of tender training determined according to the company's field of activity and the tenders it targets?
A brief needs assessment is conducted before the training. The company's activities in the fields of goods, services or works, the contracting authorities and types of tender it targets, its current team structure, document capacity and previous bidding experience are evaluated. Rather than a seminar presenting the same topics to everyone, the programme is structured around the areas the company is most likely to encounter, including reading tender documents, qualification, bidding, bid securities, electronic procedures and internal controls.
Can the company’s actual tender documents and previous bid files be used in the training?
Yes. Previous or target tender files considered appropriate by the company can be converted into training examples, subject to confidentiality and personal data rules. Files involving disqualification, missing documents, missed deadlines or communication issues between departments may be particularly instructive. Documents are anonymised where necessary; rather than providing a personalised legal opinion on an ongoing file, the training focuses on developing process management and control skills.
Does the training include practical demonstrations of EKAP, electronic bidding, e-signatures and document uploads?
Depending on the scope of the programme, electronic tender preparation may be covered through a scenario-based exercise. Steps such as checking users and authorisations, preparing the electronic signature, matching documents and declarations with the correct files, conducting a trial before the deadline, and retaining transaction records are addressed. As system screens and application methods may change, the training materials are compared against the current official explanations available on the programme date, and participants are encouraged to develop the habit of carrying out a final check before each transaction.
Are qualification documents, work experience, financial standing and bid security covered in the training?
Depending on the type of tender in which the company participates, these topics may be included in the training plan. Examples are used to explain which qualification criterion each document meets, whether it is up to date, how it is issued, its compatibility with the company and partnership structure, the periodic review of financial data, and the connection between bid security and the tender process. The aim is not merely to teach the names of documents, but to determine in advance within the company who is responsible for each document, when it is to be prepared and who is responsible for the final review.
How does tender training help reduce errors in bid preparation and the risk of exclusion from the tender?
The company's frequent errors are classified during the training; task-based checklists are prepared for reviewing documents, collecting documentation, financial and technical checks, approval, signature and electronic submission. A sample bid exercise demonstrates who should conduct the final check and in what order. This method helps reduce the likelihood of errors; however, as each set of tender documents is different, the training does not constitute a guarantee of results or acceptance.
Services / Tender Preparation and Preliminary Review
Kılıç Tender Glossary:Exclusion from the tender
What documents and outputs are presented to management at the end of tender training?
Depending on the scope of the engagement, a summary of participation and topics, identified areas for improvement, a roles and responsibilities table, a tender preparation checklist, a proposed document inventory and a brief implementation plan may be prepared. An assessment note outlining priority risks and the corporate measures to be taken may also be presented to management. The documents to be delivered are specified in writing before the training begins.
When should public procurement training be provided, and how often should it be renewed?
If the company will participate in public procurement for the first time, the training should be provided before tender preparation begins. Changes in the team, a move into a new sector or tender type, recurring reasons for disqualification, changes to electronic systems or legislation, and periods of intensive tender activity may also create a need for refresher training. Alongside longer programmes, managers may plan short update sessions on specific topics; short video presentations on ihale.tv and comprehensive publications from Kılıç Akademi may be used as supporting resources.
Training Questions from Contracting Companies
Why should the manager of a company that has signed a contract arrange contract implementation training?
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.
Who within a company should attend contract training?
The project manager, site or operations managers, technical team, finance, progress payment and invoicing staff, procurement, contract and correspondence managers, and the decision-making manager should attend the contract training programme. Depending on the nature of the work, those responsible for quality, human resources and subcontractor management may also be included. The training should establish a shared contract language that prevents duties from being carried out in isolation from one another.
Does contract training cover only general legislation, or is it tailored to the signed contract?
An effective programme addresses general contract management principles alongside the signed contract and its appendices. The draft contract, administrative and technical specifications, unit-price or lump-sum structure, work programme, delivery terms, payment provisions and specific arrangements are reviewed. This ensures that participants not only acquire general knowledge but also understand which obligations must be fulfilled in their own projects, by whom and by what date.
How are commencement, work programme, delivery and deadline tracking addressed in the training?
The contract start date, site handover or commencement conditions, interim and final deliveries, work pending approval and notification periods are shown on a single schedule. For each critical date, the responsible person, the document to be prepared and the internal notification procedure to be followed in the event of a delay are specified. Case studies explain that the work programme is not merely a technical plan; it also affects payment, personnel, procurement and correspondence arrangements.
Are progress payment, price adjustment and payment processes covered in contract training?
Depending on the scope of the programme, the measurement of the work performed, preparation of progress payments, collection of supporting documents, invoice and approval workflows, deductions, the payment schedule and verification of price adjustment calculations may be covered. A sample filing structure is created to enable technical and financial units to work from the same data. However, the training does not replace an expert opinion in a specific dispute; it focuses on establishing accurate calculation and record-keeping arrangements.
Are work increases, time extensions and force majeure issues explained through practical examples?
Yes. Using examples appropriate to the contract and the nature of the work, participants may examine how to identify the need for a change, limits of authority and approval, timely notification, document collection, calculation of the financial and time impacts, and formalisation of the decision in writing. Participants are shown that not every delay or request for additional work automatically gives rise to an entitlement, and that the event must be assessed in conjunction with the contract provisions and specific records.
How are the risks of penalties, termination and loss of security addressed in the training?
The grounds for penalties and termination under the contract, notification and rectification options, provisions relating to security and critical situations requiring management approval are classified. When a delay, non-compliance or performance issue arises, the records to be kept and the management level to which the matter should be escalated are determined. The aim is to identify risk indicators before the dispute escalates and, if a specific legal assessment is required, to consult a separate professional source in a timely manner.
Areas of Expertise / Contract Performance
Kılıç Tender Glossary:TerminationSecurity
Does the training include examples of correspondence with the contracting authority, meeting minutes and contract records?
Depending on the scope of the training, sample correspondence may be prepared showing the subject, date, contractual basis, request, justification, supporting documents and response period. Practical guidance is provided on recording meeting decisions with assigned responsibilities and deadlines, confirming verbal instructions in writing, separating document versions, and tracking significant events in a diary or record log. This ensures that the project’s institutional memory does not depend on individuals.
Which practical tools are provided to the company at the end of the contract training?
Depending on the requirements, an obligations and responsibilities matrix, a critical dates calendar, a correspondence and approval workflow, a progress payment file list, a change and risk tracking schedule, a management report template and a contract close-out checklist may be prepared. The number and level of detail of the tools vary according to the type of work. Following the training, management should also assign responsibility for keeping these documents up to date.
When should contract implementation training be provided, and should it be updated subsequently?
The initial training should, where possible, be provided immediately after the contract is signed and before the work actually begins. For long-term work, brief refresher sessions may be arranged before key delivery stages, when the project team changes, or when a contract amendment or delay arises. ihale.tv videos and Kılıç Akademi publications may be used to support day-to-day implementation. For information regarding a specific loss of rights, sanction or dispute, complaint to the contracting authority/appeal to the KİK, and court proceedings, users may be directed to the Kılıç Hukuk website.
Consultancy Questions from Companies Seeking to Participate in Tenders
At what stage should we seek tender consultancy?
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.
How is our company's tender readiness assessed before consultancy begins?
The initial review assesses EKAP and authorisation records, work experience, financial standing, technical documents, human resources, production or service capacity, ability to provide a guarantee, and pricing procedures. At the end of the review, a readiness and development list is prepared, setting out the deficiencies in order of importance and the time required to address them.
Does the consultant recommend that we participate in every tender, or also help us select suitable tenders?
The purpose of consultancy is not to ensure that a bid is submitted for every notice, but to identify tenders that are suitable for the company’s resources and can be managed effectively. The scope of work, qualification requirements, capacity, financing, delivery period, profitability, contract risks and current workload are assessed together, and management is provided with a reasoned preliminary assessment to support the decision on whether or not to participate.
Which aspects of the tender documents are reviewed by the consultant?
The contract notice, administrative specifications, technical specifications, draft contract, standard forms and annexes are reviewed together. Qualification requirements, delivery and acceptance arrangements, penalties, guarantees, price adjustment, subcontractors, payment terms, inconsistencies and provisions affecting costs are presented under separate headings. A list of risks and tasks is prepared as a basis for the company's decision.
Does consultancy cover checking qualification documents and EKAP records?
If included in the scope of work, the document holder, validity date, place of registration, submission method and responsible person are identified for each qualification criterion. The currency of the company, partnership, representation and signature information on EKAP is also checked. The company is responsible for ensuring that documents are accurate and up to date and for granting final approval.
What does consultancy provide to a company when preparing a tender price?
Consultancy makes cost items, quantities, tender assumptions, delivery costs, financing burden, price adjustment and contract risks visible. The basis of the calculations and sensitive points are reported to management. The tender price and commercial profit decisions are made by the company's authorised managers.
Services / Expert Opinion and Reporting
Kılıç Tender Glossary:Abnormally low tenderPrice adjustment
Can consultancy be obtained regarding the risk of an abnormally low tender before an inquiry is issued?
Yes. During tender preparation, key cost components, quotations, labour, transport, machinery, inventory, production and organisational data can be documented together with their supporting evidence. This makes it easier to prepare a verifiable explanation within a short period if an inquiry is issued. The fundamental principle is that no false or retrospectively created documents should be used.
What does a consultant do when participating in a tender through a joint venture or subcontractor?
The compliance of the joint venture or subcontracting model with the tender documents, contributions to qualification and work experience, ownership interests, authorisation and signature arrangements, document procurement, pricing work and contract performance responsibilities are reviewed. The parties’ duties are set out in a written matrix; not only tender participation but also management risks that may arise during contract performance are assessed.
Areas of Expertise / Tender and Qualification
Kılıç Tender Glossary:Joint ventureSubcontractor
Does the consultant take full responsibility for preparing the tender, and which responsibilities remain with the company?
The consultant may provide review, planning, a checklist, a risk note and document coordination. However, the company is responsible for the accuracy of technical data, commercial pricing, capacity declarations, obtaining documents, internal approvals, signatures and submitting the tender on time. For effective collaboration, an authorised project manager should be appointed within the company.
What is the difference between tender consultancy for a single matter and periodic tender consultancy?
Tender consultancy for a single matter focuses on participation, documentation, pricing and final review work for a specific notice and tender documents. Periodic consultancy, on the other hand, addresses the assessment of tender opportunities, document inventory, allocation of responsibilities, training, tender files, recurring error analysis and management reporting together within a defined work schedule.
Consultancy Questions from Contracting Companies
When should contract consultancy begin?
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.
How are contracts and their annexes reviewed as part of the consultancy service?
The contract is read together with the administrative and technical specifications, tender, addenda, clarifications and other annexes. Obligations, deliverables, approvals, critical dates, payment terms, penalties, guarantees, acceptance, price adjustment and amendment provisions are compiled into a contract summary and a responsibility matrix.
How are commencement, the work programme and critical deadlines monitored in consultancy?
The commencement, site handover, work programme, interim delivery, approval, progress payment, acceptance and warranty dates specified in the contract are shown in a single critical schedule. For each date, the responsible person, the document to be prepared, the approving authority and the alert time are identified. When a risk of delay arises, the matter requiring a management decision is reported separately.
Can correspondence with the contracting authority and meeting minutes be prepared within the scope of consultancy services?
Depending on the scope of the engagement, correspondence and minutes templates may be prepared, and drafts may be reviewed in terms of the contractual basis, date, request, justification, supporting documents and response period. Facts and technical data must be verified by the company. Where a legal application, defence or litigation is required, Kılıç Hukuk is considered as a separate professional organisation, and a referral may be made within the principle of impartiality so that information can be provided.
What does consultancy provide in progress payment, price adjustment and payment processes?
The measurement of work performed, supporting documents for progress payments, price adjustment calculations, deductions, invoicing and approval workflows, and the payment schedule are reviewed together. Missing or inconsistent documents are identified before the payment application; the calculation and document file is submitted for management approval. Final financial and technical approvals remain with the company's authorised departments.
How is consultancy provided where an increase or decrease in work, or a contract amendment, is required?
The technical reason for the requirement, the scope of the contract, authority and approval limits, the impact on quantity and price, the effect on the timeframe, and documentation requirements are reviewed together. The written request and approval process is planned before the amendment is implemented in practice. Management is clearly informed of the payment and liability risks associated with carrying out unauthorised or undocumented work.
Areas of Expertise / Contract Implementation
Kılıç Tender Glossary:Increase in workTender documents
Can consultancy be obtained for time extension and force majeure requests?
The start and end dates of the event, its impact on the contract schedule, the causal link, notifications, records, official documents and the calculation of time may be reviewed together. A chronology and document file are prepared for the request. If the matter develops into a legal dispute or application, a referral may be made so that information can be provided by Kılıç Hukuk.
Services / Contract Management
Kılıç Tender Glossary:Natural disastersPrice adjustment during a time extension
How is consultancy carried out when there is a risk of penalties, termination or loss of security?
First, the contract provision, incident records, notifications and opportunities for corrective action are reviewed. The financial, time and operational impact of the risk and the options available to management are reported, and the necessary records and improvement plan are prepared. Any need for an expert opinion, application or court proceedings to prevent loss of rights should be assessed separately within the scope of legal services. In this case, an impartial referral may be made for information to be provided by Kılıç Hukuk.
Services / Compliance and Risk Review
Kılıç Tender Glossary:TerminationSecurity
How does the contract consultant work with the project team, and what do they report to management?
Within the company, a project manager and individuals responsible for specific matters are appointed; timelines, deliverables, progress payments, changes, correspondence and risks are reviewed at regular meetings. The management report presents critical dates, budget and cash flow impact, delays, pending approvals and matters requiring a decision in a concise and traceable format.