From an early estimate to a fully managed tender, we provide the commercial input your team needs before committing to a price.
Each scope can expand into the next. A managed tender can grow into a fully measured tender with broader enquiry coverage and detailed supporting analyses where the project calls for it.
Early estimates using approximate or selective measurement, relevant benchmark or known rates, and clearly stated assumptions.
Fuller measurement and quantities, detailed pricing and a check for scope gaps, once the design is developed enough to support it.
Preparation and coordination of the commercial tender return, scaled to the project and the information available.
A second pair of eyes on a tender your own team has already prepared, before it goes out.
Useful when you need to test viability, answer a client quickly, or decide whether a job is worth pursuing at all. We match the level of cost detail to the stage the project has reached.
Where the design is developed enough to measure, a full take-off gives a far more defensible figure and shows exactly where the money sits.
A measured estimate is a pricing exercise. It does not automatically include a full supply-chain tender, which is scope C below.
We take the tender from enquiry through to adjudication, coordinating the commercial inputs so the submission holds together and reflects how the job will actually be delivered.
This can expand into a fully measured tender with broader enquiry coverage and detailed supporting analyses. The scope should fit the project and the information available.
Where your own team has prepared the tender, we review what has been put together, identify what is missing or exposed, and set out recommendations. We can then join your review meeting to talk through strategy before the submission is finalised.
Our core work on a tender is commercial: quantities, pricing, enquiries, returns, comparisons, preliminaries, risk and compilation. Where it is agreed as part of the scope, BPH can also prepare the operational proposals, including the construction programme, methodology and site logistics. That can sit with us, with your own team, or be developed collaboratively.
Operational tender support is bid-stage input. It is not a design appointment, and it does not make BPH a statutory dutyholder on the project. The operational scope is agreed separately from the commercial tender scope and can continue under a Programming & Progress Reporting appointment where ongoing support is required.
An estimate gives you an early, assumption-based figure to test viability or support a bid decision. A managed tender goes further: real supply-chain enquiries, comparable returns, and a pricing schedule you can stand behind when you commit to a price.
Whatever exists at the time: drawings, a specification, a scope of works or an enquiry document. We'll tell you plainly what's missing and how that affects the accuracy of the figure.
Yes. Enquiries go out through your authorised email arrangements where appropriate, so subcontractors deal with a name they already recognise as part of your process.
Your team can prepare the operational proposals, or BPH can provide an agreed package of support. We bring the programme, methodology, logistics and commercial information together so the tender reflects how the project will be delivered. Where we provide it, it is agreed as part of the scope rather than assumed, and where ongoing programme support is needed once the tender is won, that continues under Programming & Progress Reporting.
Yes. That is scope D above. We review what your team has put together, identify omissions and commercial risks, prepare recommendations and can join your review meeting to discuss strategy before you submit.
Yes. Trade-package tendering is central to a construction-management appointment, where the client contracts directly with each trade rather than through one main contractor. If you are a client weighing up that route, see Construction Management for how BPH manages the wider process.