What are the components of a good Request for Proposal for corporate real estate services? Capstan takes pride in delivering RFPs that clearly explain the current state of the services in scope, what the client hopes to achieve with the process, and how proposals will be evaluated.
RFP Development
Our goal is to clearly communicate the client’s objectives, constraints and evaluation criteria, provide all the information required by bidders to construct an effective delivery model, and design a structured process and schedule that are fair to both client and bidder teams.
We help the client team assemble building data, cost information and activity volumes for each function in scope. We draft services descriptions, statements of work, service level agreements and pricing templates. We assist the legal team in completion of a draft MSA or key business terms for inclusion in the RFP package.
We streamline the number of questions included in the typical RFP because we have found that most bidders answer most questions well, and their answers do not help the client differentiate among the firms. We ask a small number of questions in which the open-ended written responses will be differentiators, and ask further questions in person during the Joint Solution Design sessions.
Our standard RFP Development methodology includes five phases.
- Current State Assessment & Sourcing Strategy
- Request for Information and Bidder Shortlist
- Request for Proposal, BAFO and Supplier Selection
- Contract Negotiations
- Transition Planning and Implementation Assistance
A chip manufacturer had recently completed a major acquisition and needed to consolidate the real estate organizations and operations of the two legacy firms. Capstan was retained to develop an RFP for all real estate and facilities services for the global portfolio. Cost containment was the client’s primary goal, but the bidders’ FM expertise, technology and global coverage were also important RFP evaluation criteria. After receiving bids from four providers, a single provider was selected and a contract negotiated with a savings glide path pricing model and significant fees at risk on performance against budget.
