Multi-party consortium agreements are increasingly common in tendering for large projects requiring a number of technical and complementary skills. The following selective themes for the planning of tenders obeying the order of the tendering procedure in medium to large enterprises. Several specific key issues were raised in the pre-protocol agreement, including the following: the project was very broad and the time frame for the tendering process was very short. A pre-bid agreement was prepared and implemented by the members to ensure that everyone understood and agreed how the consortium would manage the tendering process in such a tight time frame. These included defining the terms of agreement on the guidelines of the proposed main contract, how negotiations with the contracting authority would be pre-selected, and how and when its own formal consortium agreements would be implemented. A multi-party consortium for each major project should prepare and conclude a consortium agreement reflecting its chosen structure and regulating relations between its members during the project`s implementation. However, in a competitive situation, it cannot be profitable for consortium members to negotiate and agree on the terms of a detailed agreement at the beginning of the preliminary phase. If the consortium`s offer were to fail, the time and cost of a detailed agreement would be wasted. In preparing a pre-offer agreement, members should consider the following themes: using the time required to prepare a pre-offer agreement (sometimes called an agreement) governing members` transactions during the bidding process can go a long way to facilitating effective communication between consortium members and saving time and money for all. The content of a pre-tender agreement will ultimately reflect the needs of the parties and the structure chosen by the consortium. In this case, if successful, the project manager would also sign the final agreement with the client on his own behalf as the main contractor.
All other members of the consortium would in turn be subcontractors by the project manager. Therefore, the project manager was 100% responsible for the supply of all the works to be provided under the main contract and was responsible to the client, even though his own contribution was limited to a specific part of that work. A prior agreement generally applies only during the period from which members meet for the first time in a consortium to prepare and submit an offer until the consortium`s offer is successful (on that date, the pre-offer agreement would normally be replaced by a more detailed consortium agreement requested for the duration of the project) or unsuccessful (in this case , the consortium`s agreements will disappear). In the above case, the work in the pre-protocol agreement ensured that all consortium members were able to follow the “unsurprising” bidding process, with a common vision of how to manage each step of the process, giving the project manager the confidence to meet a tight deadline.