How to do supplier debriefs well
Giving bad news is never easy. It can be even harder when you've received dozens or even hundreds of responses to a tender.
Providing supplier debriefs is an important part of good procurement practice. Under the Government Procurement Rules, agencies must offer suppliers the opportunity to receive a debrief. Whether there was one unsuccessful supplier or 100, every supplier deserves to understand the outcome of the process.
While debriefs can take time, they are an investment in a healthier procurement system. A good debrief helps suppliers understand how they performed, improve future bids, and maintain confidence that the process was fair and transparent. It can also strengthen relationships with the supplier market and reduce the likelihood of misunderstandings or complaints.
Debriefs are valuable for incumbent suppliers and those who may not have won government work before. They can also provide agencies with useful feedback on their procurement approach and identify opportunities to improve future processes.
What a debrief should cover
A supplier debrief should:
- explain why the proposal was unsuccessful
- outline how the proposal performed against the evaluation criteria or any preconditions, including its strengths and weaknesses (Rule 14)
- explain the relative advantages of the successful proposal
- provide an opportunity for the supplier to ask questions and raise concerns.
A debrief can be delivered by phone, email, letter, video call, or in person. The approach you choose should reflect the size, value, and complexity of the procurement.
While not required under the Rules, offering debriefs for secondary procurements is also good practice where suppliers request them.
Preparing for the debrief
Good preparation makes debriefs easier and more valuable for everyone involved.
Before the conversation, review the supplier's submission and the evaluation results. Identify the proposal's strengths, areas for improvement, and the key reasons for the outcome.
Prepare a short written debrief in advance. This provides a clear structure for the conversation and helps ensure feedback is accurate, consistent, and evidence-based.
Remember that suppliers may invest significant time and money in preparing bids. Taking a thoughtful and respectful approach can make a difficult conversation more constructive.
Delivering the debrief
Choose the most appropriate method for the supplier and the procurement. For some procurements, a written debrief may be sufficient. For others, a phone call or meeting may provide a better opportunity for discussion.
Throughout the debrief:
- remain professional, respectful, and objective
- focus on the evaluation results and documented evidence
- be clear about strengths, weaknesses, and key differentiators
- allow time for questions
- listen to feedback about the procurement process.
The aim is not to defend the decision, but to help the supplier understand it.
After the debrief
After the debrief, consider sending a follow-up email thanking the supplier for their participation.
Where appropriate, provide a copy of the written debrief or a summary of the discussion. This helps avoid misunderstandings and gives suppliers useful information to refer to when preparing future bids.
Debriefing a large number of suppliers
Providing individual debriefs can feel overwhelming when there are many unsuccessful suppliers. However, agencies are still expected to offer suppliers a debrief.
If capacity is limited, consider prioritising unsuccessful suppliers first and using a standard debrief template that can be tailored to individual responses.
Remember, a delayed debrief is better than no debrief at all. Even a brief, well-prepared debrief can provide valuable insights to suppliers and demonstrate your agency's commitment to fairness, transparency, and continuous improvement.