“Bid Management and Business Development at

Gurutech Projects Private Limited Company (GPPL)”

A Project Report Submitted in Partial Fulfillment

For the award of Degree of

MASTER OF BUSINESS ADMINISTRATION

By

Rahul Razdan
ENROLMENT No: BTEE12/007

Under The Guidance of

Dr. Akhil Goyal

Nims IM & CS
NIMS University,
Shobha Nagar, jaipur 303001
Rajasthan

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 BONAFIDE & FORWARDING CERTIFICATE

Certified that Rahul Razdan is a bonafide student of this institute with enrolment number MBA-
BTEE12/007 . Based on the written consent of the faculty guide Dr. Akhil Goyal. We are
forwarding his project titled “Bid Management and Business Development at Gurutech Projects
Private Limited Company (GPPL)” for further evaluation to the Controller of Examination
NIMS University, Jaipur – Rajasthan.

Prof. (Dr) Sudhinder Singh Chowhan

Principal

Certified that this dissertation is approved quality and from

Chairman
External Examination Committee

External Examiner-1 External Examiner

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 NIMS INSTITUTE OF MANAGEMENT AND COMPUTER SCIENCE

Faculty Guides Certificate

Certified that the dissertation titled “Bid Management and Business Development at Gurutech
Projects Private Limited Company (GPPL)” is a bonafide work done by Rahul Razdan under my
guidance in partial fulfillment of Master of Business Administration program of NIMS University
Rajasthan. This report has been checked by me on the basis of the rough draft submitted and the
view expressed in the report is only that of the researcher and not of this institute.

Dr. Akhil Goyal

(MBA Dept)
NIMS IM & CS
NIMS UNIVERSITY, JAIPUR,
RAJASTHAN

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 PREFACE

This project provides a practical environment for us to explore. This project is the outcome of 45
days of working with lot of enthusiasm and hard work.

A good conceptual and practical framework of management is the backbone of any company of
national and public importance Gurutech Projects Private Limited Company (GPPL) is indeed a
prestigious establishment of its kind.

I studied the patient satisfaction of Gurutech Projects Private Limited Company (GPPL) for
which I got permission to work in Business Department. I have prepared this report in the partial
fulfillment of course (MBA). It should remain the document of academic interest only and should not
be used for other purpose unless permitted by the organization.

Rahul Razdan
MBA (PROJECT & OPERATIONS)
NIMS IM & CS
NIMS UNIVERSITY, JAIPUR, RAJASTHAN

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TRAINNING CERTIFICATE

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 ACKNOWLEDGEMENTS

I owe a great many thanks to great many people who helped and supported me for the completion of
this project effectively and moreover in time.

My deepest and sincere thanks to Dr Sudhinder Singh Chowhan, Principal of Nims Institute
of Management & Computer Science and Dr. Akhil Goyal, (Hod) Department of
Management, for giving me an opportunity to carry out this project under his supervision. He
has been very kind and patient to me while suggesting the outlines of the project and has also
been very helpful in the successful completion of the same. I thank him for his overall support.

Finally, let me say “Thank You” to my friends Mr. Banti Kumar,Mr. Naven Yadav and Miss Sneha
Sinha for their encouraging words and motivation.

Lastly i express my abysmal adoration and heartfelt devotion to my beloved parents for their
countless blessings, unmatchable love, affection and incessant inspiration that has given me
strength to fight all odds and has shaped our life and career till today.

In the end i must record my special appreciation to my almighty who has always been source of
our strength, inspiration and my achievements.

Rahul Razdan
MBA (PROJECT & OPERATIONS)
NIMS IM & CS
NIMS UNIVERSITY, JAIPUR, RAJASTHAN

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 STUDENT DECLARATION

I do hereby declare that the dissertation title “Bid Management and Business Development at
Gurutech Projects Private Limited Company” is a record of bonafide work done by me, under the
supervision of Dr. Akhil Goyal . NIMS Institute of Management & Computer Science Jaipur and
submitted of NIMS University, Rajasthan in partial fulfillment of the requirements for the award of
degree of Master of Business Administration.

Rahul Razdan
MBA (PROJECT & OPERATION)
NIMS IM & CS
NIMS UNIVERSITY, JAIPUR, RAJASTHAN

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 EXECUTIVE SUMMARY

In this internship report explains the meaning of business development in the corporate world

as well as the importance of Public Procurement Rules to submit any tender successfully. This

report shows the complete process of how to work at each functional level, especially about

the business development as well as big management in organization, It is a basic process for

which intensive research is to be conducted to find out the target audience, vendors etc.

The business development process starts from research (Bid Management Process)and ends at

project closure. Having knowledge in PPR is a great privilege for those whosoever want to

build their career in EPC sector. This segment is one of the vast areas to build a prosperous

career with a lot of opportunities. It is very unfortunate that, very few people have depth

knowledge about this sector. I hope this report will encourage and help them to understand

procurement process. In the infrastructure as well as some integrated departments, those who

have knowledge about international procurement process are very worthy.

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 Table of Contents
Chapters and Parts Components Page Number

Preface 4
Executive Summary 8
List of Abbreviations
Chapter 01 Introduction 10
1.2 Company overview 11
1.3 History 12
1.4 Vision 13
1.5 Mission 13
1.6 Services 14
1.7 Organizational structure 15
Chapter 02 Overview of BID Managment 16
2.1 Brief Overview of BID Managment 17
2.2 Step for BIDDING Process 17-18
Chapter 03 Tenders 19
3.1 Tender processes for construction contracts 20
3.2 Open tendering 20-21
3.3 Selective tendering 22
3.4 Negotiated tendering 22
3.5 Serial tendering 22
3.6 Framework tendering 22
3.7 Single-stage and two-stage tendering 23
Chapter 04 Duties and Responsibilities 24
4.2 Vendor Master Database Management 25-26
4.2 Categorization of Current vendors 26-27
Chapter 05 Analysis of Management Functions 28
5.1 Planning strategies: 29-30
5.2 Organizational design 30-31
5.3 Leading Function of Management 31-32
5.4 Controlling Function of Management 32-33
Chapter 06 SWOT 34
6.1 Strengths 35
6.2 Weakness 35-36
6.3 Opportunities 36
6.4 Threats 37
Chapter 07 Objective 38-39
Chapter 08 RESEARCH METHODOLOGY 40-45
Chapter 09 Conclusion 46-47
Chapter 10 Recommendations 48-49
Reference 50-51
QUESTIONNAIRE 52-57

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 Chapter 1

INTRODUCTION

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1.1Introduction

This report has been made as the course requirement of Internship in

MBA course. The topic for this report has been chosen by my
academic and professional supervisors,“ Business Development and
Bid Management at Gurutech Projects Private Limited Company
(GPPL)”. I have worked closely with the business development team
of GPPL under the supervision the Manager of the Team, Mr. Sandeep
and participated in preparing number of bids and winning international
bids of a mega projects.

Gurutech Projecs Private Limited Company (GPPL)” is one of the

leading EPC (Engineering, Procurement, and Construction)contractors
whichstarted its journey with a view to supporting growing
infrastructural needs of the country. With extensive of experience in
this field, the GPPL Team envisioned the gap in market for quality
engineering and construction companies and foreseen potential growth
opportunity in power, telecom and infrastructures.

1.2 Company Overview

Gurutech Projects Private Limited Company (GPPL)” is a diversified
infrastructure Engineering and Construction Company in India. Over
the decades it has maintained its prominence with leadership in its line
of businesses. The Company is transforming challenges into
opportunities ever since its inception and its Business Development
team is the most effective tool of its success. With extensive of
experience in this field, the GPPL team envisioned the gap in market
for quality engineering and construction companies and foreseen
potential growth opportunity in power,telecom,and,infrastructures
GPPL provides high-caliber services by availing highly qualified and
experienced team of engineers, skilled and semiskilled labors. It is
always striving to merge its work with the latest technology which

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 enables the company to offer real value for money at every stage of a
project.

GPPL has a powerful sense of goal, a clear vision for the opportunity
and shared a set of values. These are the pillars of the organization’s
business that steer its strategy and the way it interacts with the
stakeholders.

1.3 History

GPPL has been in the business of Engineering, Procurement and

Construction (EPC) for last 10 years. Through its long journey, it has

been involved in number of projects and became a part of the

development of India

Projects completed by GPPL are follows:

S No Client name Project Name Project Type Place

Bemco Contracting
1 Pvt. Ltd Holiday Inn Hotel Electrical Jaipur
2 Jakson Ltd Sify, B-7, Sec-32 Noida Electrical Noida
3 Jakson Ltd Sify, B-7, Sec-32 Noida Electrical Noida
B-44 KASA ISALES Tower ,
4 JMC Projects JPKI Electrical Noida
5 JMC Projects Tata Housing Electrical Gurgaon
6 S.A. BUILTECH Lawai Apartment Electrical Dehradun
7 Ramprastha VIEW TOWER R & S Electrical Gurgaon
8 VSR InfratechPvt. Ltd. 68 Avenue tower Electrical Gurgaon
9 Guru Construction Avenue 114 Electrical Gurgaon
10 JMC Projects AIIMS Bhopal Fire Fighting Bhopal
11 Mahinder Pal & Com Palam Delhi Cantt Fire Fighting Delhi Cant
Bemco Contracting
12 Pvt. Ltd Main Kind Electrical Delhi

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13 ABB DIAL at T3 IGI Airport Electrical Delhi

14 Tata Brookfield Tata Center, Gurgaon Electrical Gurgaon

15 J&T Reliance Corporate Park Electrical Maharashtra

OMPL Mangalore Refinery,
16 L&T (Karnataka) Electrical Mangalore
Nasrullagunj,
17 Shreem Electric 132 KVA Substation Electrical MP

18 Shreem Electric 220 KVA Substation Electrical Bairagarh, MP

1.4 Mission of GPPL

“By offering the best MEP (Mechanical, Electrical & Plumbing)

Services that don’t just meet but exceed today’s needs, GPPL mission

is to reach that place where it is the first company of choice when it

comes to hiring someone for MEP services.”

1.5 Vision of GPPL

Quality: be an innovative entrepreneurial and empowered company

constantly creating value and attaining global benchmarks. We shall
focus on performance and act decisively with high energy to achieve
the desired results.
Integrity: demand from ourselves and others the highest ethical
standards and practices. We strive for consistency between – what we
think, what we say and what we do.
Accountability: be accountable and continuously strive to improve our

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 performance, measuring results carefully, and ensuring that integrity
and respect for community is never compromised.
Relationships: committed to foster a culture of caring, trust and
continuous learning while meeting expectations of employees and
stakeholders and work for the betterment of the society.

1.6 Services offered by GPPL

 Design

Comprehensive Research into areas like industry standards, phased

delivery, assurance, and change and configuration management.

 Engineering

Including the use of robust systems integration processes from design,

through installation, testing.

 Procurement

Relevant standards, early participation of strategic suppliers and

manufacturers, manufacturing progress and quality monitoring &

controls, type tests and factory acceptance tests (FATS).

 Planning & Project Controls

Professional and comprehensive critical path analysis, detailed activity

planning, real time reporting alerts, decision support and forecasting.

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 Construction

Recommendations for Site Management and Safety, standards, dependencies,

management plans, site constraints, access planning & logistics, installation planning,

safety and performance methods and site acceptance, Assurance and construction records.

 Inspection, Testing, Commissioning, Handover and Bringing Into Use

Implementation of robust inspection gateways, systems integration, testing and

commissioning plans and procedures

Organizational structure of GPPL

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 Chapter 2

Overview of BID Management

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 2.1 Brief Overview of BID Management

Bid management is the process by which the completion of PQQs and ITTs is managed.
It is everything from ensuring compliance, to responding to questions.

The process begins even before the release of a potential contract. A bid manager will
prepare supporting documents, model answers and case studies of previous contracts.
These can be work-shopped and quality assured in order to guarantee the strongest
possible bid.

Once a PQQ or ITT is released the bid manager will assess the company for compliance
and begin gathering all the required information to respond to the questions. Following
this the submission can be completed.

However, the process does not end there. An effective bid manager will follow up on the
bid and, regardless of the result, will request feedback in order to improve future
submissions.

2.2 Step for Bidding Process

1. Research and Planning

This step takes the time to establish your company's qualifications to meet the needs of
the project. It is critical to know that your company has the experience and resources to
fulfill the needs of a major contract. In the research and planning phase, look at your own
business plan as a resource for information. Use contract bid-request information, and
then pull out relevant details from your own business plan and perfect it for the project.
Do further research on the company, putting out the bid request to understand the mission
and vision of the company. You will use all of this information to structure your bid in a
way that is tailored to the needs of the request.

2. Preparing the Bid

Creating the bid requires customized your business plan to highlight how your company
is able to fulfill the bid request. Consider the costs of materials, time frame and labor
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 needed to complete the bid. Remember that a bid is not always given to the lowest price
but is given instead to the company best able of serving the needs of the bid. Go through
the costs, make sure they are accurate and justify the costs, based on project needs. Be
clear as to whether you are providing discount or premium services and why that is
beneficial for the project

3. Submit the Bid

Most government agencies seeking a RFP or a Request for Quote (RFQ) utilize online
portals to submit bids. Make sure you learn how the portals work and that the submission
goes to the right place with the correct documentation attached in one combined PDF file.
The local Small Business Administration (SBA) is a good resource to help navigate
government systems. If the bid is for an organization in the private sector, find out the
best method of bid delivery. While digital formats are widely accepted because they are
easily distributed to stakeholders, some organizations might want printed bids. Follow
their rules to establish your professionalism.

4. Presentation Platform

If you have done all the work through properly pricing and submitting the bid, you may
have an opportunity to meet with the deciding team reviewing the bid. In today's digital
world, expect to present in person or via online meetings. Be prepared to answer
questions about the bid, provide additional details regarding pricing or timelines. This is
often the stage where you might be asked if this is your "best and final" bid. Make a
decision if there is any room for adjustments and inform the group that you can provide a
revised bid if necessary. Be sure to detail what changes for a lower price whether it is
quality of materials, the experience of labor or any other factor affecting the end product.

5. Getting the Contract Award

Be sure to find out when the contract will be awarded. While these timelines are subject
to change, you'll want to set your calendars and provide yourself enough time to make the
necessary preparations to fulfill the contract. Awarding agencies aren't going to expect a
project to start immediately after the award but you will need to start the dialogue on
setting start dates. Stay in communication with your agency lead, note any requests for
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changes in scope and provide adjustments to the contract for them. Be professional and
deliver on time to increase your chances for future bidding awards.

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 Chapter 3

Tender processes for construction

contracts

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A tender is a submission made by a prospective bidder in response to an invitation to
tender. It makes an offer for the supply of goods or services. In construction, the main
tender process is generally for the selection of the contractor that will construct the
works. However, as procurement rules have become more complex, so tenders may be
sought for a wide range of goods and services (for example on a construction
management contract the works are done by a number of different trade contractors each
contracted by the client for different package) and contractors may take on additional
functions such as design and management. There is also an increasing tendency for
suppliers to be aggregated into single contracts, for example, 'integrated supply teams' on
public projects may include; the main contractor, designers, sub-contractors, suppliers,
facilities mangers and so on. Irrespective of the nature of the goods or services that are
being sought, the process for securing tenders may take a number of different basic
forms.

3.1 Open tendering

Open tendering allows anyone to submit a tender having required qualification. Generally
an advertisement will be placed giving notice that the contract is being tendered, and
offering an equal opportunity to any organization to submit a tender. On larger projects,
there may then be a pre- qualification process that produces a short- list bidders.
However, open tendering offers the greatest competition and has the advantage of
allowing new or emerging suppliers to try to secure work. Process of open tender is given
below:

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23 | P a g e
3.2 Selective tendering
Selective tendering only allows suppliers to submit tenders by invitation by choice. A
pre-selected list of possible bidders is prepared that are known by their track record to be
suitable for a contract of the size, nature and complexity required. Consultants or
experienced clients may maintain ‘approved’ lists of prospective bidders and then
regularly review performance to assess whether suppliers should remain on the list.

Selective tendering can give clients greater confidence that their requirements will be
satisfied and should reduce the wasted effort that can be involved in open tendering. It
may be particularly appropriate for specialist or complex contracts, or contracts where
there are only a few suitable firms. However, it can exclude smaller bidders or those
trying to establish themselves in a new market.

3.3 Negotiated tendering

Negotiating with a single bidder may be appropriate for highly specialist contracts, or for
extending the scope of an existing contract. It can reduce the costs of tendering and allow
early contractor involvement, but the competitive element is reduced, and unless the
structure of the negotiation is clearly set out there is the potential for an adversarial
atmosphere to develop, even before the contract has been awarded.

3.4 Serial tendering

Serial tendering involves the preparation of tenders based on a typical or notional bill of
quantities or schedule of works. The rates submitted can then be used to value works over
a series of similar projects, often for a fixed period of time following which the tendering
procedure may be repeated. Serial tendering can reduce tender costs, and may encourage
suppliers to submit low rates to secure an ongoing programme of work.

3.5 Framework tendering

Clients that are continuously commissioning work might reduce timescales, learning
curves and other risks by using framework agreements. Such arrangements allow the

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client to invite tenders from suppliers of goods and services to be carried out over a
period of time on a call-off basis as and when required.

Framework tender documents are likely to include a request for a schedule of rates and
time charges and a breakdown of resources and overheads to be applied (including any
proposed subcontractor or sub-consultant details).

One or more suppliers are then selected and appointed. When specific projects arise the
client is then able to simply select a suitable framework supplier and instruct them to start
work. Where there is more than one suitable supplier on the framework, the client may
introduce a secondary selection process to assess which supplier is likely to offer best
value for a specific project. The advantage of this process to the client is that they are
able instigate a selection procedure for individual projects without having to undertake a
time-consuming pre-qualification process. This should also reduce tender costs.

3.6 Single-stage and two-stage tendering

Single-stage tendering is used when all the information necessary to calculate a realistic
price is available when tendering commences. An invitation to tender is issued to
prospective suppliers, tenders are prepared and returned, a preferred tenderer is selected
and following negotiations they may be appointed.

Two-stage tendering is used to allow early appointment of a supplier, prior to the

completion of all the information required to enable them to offer a fixed price. In the
first stage, a limited appointment is agreed to allow work to begin and in the second stage
a fixed price is negotiated for the contract

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 Chapter 4

Duties and Responsibilities

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 Preparing Vendor Database Management System:

Overseeing sellers is a perplexing procedure which, if done right, can convey many prizes
for an extensive association. Expansive associations like this firm have numerous sellers
that give items and administrations. These sellers class likewise have a subset of
merchant with isolated undertakings and specialization. Poor execution by sellers can
bring about late shipments, flawed items, legitimate risk, ecological issues, poor
attention, higher expenses, or lost benefits. Unmistakably it bodes well to set up a Vendor
Database with important subtle elements so whenever the seller can be found. The test
was to deal with seller's enhanced data and connections with a wide range of merchants,
offices, geographic areas, and individuals. As of now Firm has add up to 10 spend
Categories and they incorporate with various number of merchants. My errands was to set
up a vigorous Vendor Database Management framework by allocating every one of these
merchants to the best possible spend classes while enrolling all the most ideal points of
interest of these sellers. By setting up the Vendor Database with all points of interest and
putting every merchant under right Spend Categories my duty was to aid beneath ways:

- To enhance seller choice process for the Strategic and Operational Buyers: For any
undertaking we have numerous of merchants so by few ticks a Buyer can distinguish
accessible alternatives and their points of interest.

- To aid Consolidation: It can take a ton of work to deal with various providers of a similar
item or administration. For any things that firm gets, it can bode well from a quality, cost
diminishment, and time administration angle to unite purchasing of the item or
administration through one seller. This can enable the organization to amplify volume
rebates and can disentangle the way toward dealing with the relationship

-By recording the past execution on every seller they can Predict Performance of a future
chose merchant: By intermittently following provider execution and changes in provider
execution after some time, it is conceivable to create slants and extrapolate likely
execution into what's to come. This can enable an organization to make provoke remedial
move and to stop an issue before it turns into a wound up in a sorry situation line.

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- Improve Operational Performance: Using merchant database administration frameworks
to gather information on a seller's operational execution. Some operational information
that firm may gather, incorporate the merchant's quality, lead times to supply, benefit
levels, what kind of item they deal or what sort of administration they give. The gathering
or the division that is utilizing the seller's items or administrations can gauge the nature of
those merchandise or administrations.

- Tracking lead times: By this we can know the measure of time it will take the merchant to
give the items or administrations. This kind of information can be utilized to quantify the
seller's execution and general abilities

Classification of Current Vendors:

There are add up to 10 spending classes and my assignment was to arrange all the 300+
neighborhood providers in view of underneath classifications that will help my partners
on picking the correct merchant rapidly. This will enable S&IM to capacity to get
information on various class sellers rapidly and effectively. The classifications are
demonstrated as follows:

01 .Advertising: 02 Marketing and Sales: 03. Purpose of Sales Assets (POS) 04. Utilities,
Environment and Factory Management 05. Settled Assets, Equipment. and MRO 06.
Organization and HR Services 07

.Other Professional Services 08. Contract Manufacturing 09. Coordinations 010. IS/IT
and Telecommunication.

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 Communicating Firm’s Supplier Code to Suppliers:

Association's Supply Chain never bargains with Quality and this is likewise same for the
greater part of its Supplier and Vendor. All Supplier and Vendor must conform to firm
Supplier Code and Policy that guarantees the best quality at each circle of the esteem
chain. The Firm Supplier Code characterizes the non-debatable least gauges that it asks to
providers to regard and to hang on when directing business with Firm. This record helps
the execution of Firm's sense of duty regarding global benchmarks, for example, the UN
Guiding Principles on Business and Human Rights, the Core Conventions of the
International Labor Organization (ILO) and so on. The gauges of the Code is pertinent for
the Supplier with whom Firm works together, including their parent, backup or offshoot
elements. Also, through its Responsible Sourcing program, Firm claims all authority to
confirm consistence with the Code through inner or outside evaluation instruments. In
such manner my key obligation was

- Regular correspondence with every nearby Supplier on the code.

- To guarantee providers Acknowledgment of the Code (this is a pre-imperative in its each

agreement for supply).

- Ensure that through the acknowledgment of the Code, the Supplier confers that every one
of its operations are liable to the arrangements contained in this Code

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 Ensure Firm’s Supplier Code conformity by Suppliers:

To ensure the robust acknowledgement process my tasks were:

1) Sharing the firm’s Supplier Code to all suppliers.

2) Communicating the details about the code to the suppliers

3) Collecting and collating individual suppliers feedback on the Supplier Code

4) Disseminating the suppliers feedback about Supplier code to the management

5) Ensuring all suppliers feedback and agreement to comply the code

6) Helping Suppliers to understand the code and its details

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 Chapter 5

ANALYSIS OF
MANAGEMENT FUNCTIONS
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 5.1 .1Planning strategies:

For choices made amid this stage, the time allotment considered is a quarter to a year. In
this manner, the production network's design decided in the key stage is settled. This
design sets up requirements inside which arranging must be finished. The objective of
arranging is to boost the production network surplus that can be produced over the
arranging skyline given the requirements set up amid the vital or

configuration stage. The firm begins the arranging stage with a gauge for the coming year
(or a practically identical time allotment) of interest and different elements, for example,
expenses and costs in various markets. Arranging incorporates settling on choices with
respect to which markets will be provided from which areas, the subcontracting of
assembling, the stock approaches to be taken after,

what's more, the planning and size of advertising and value advancements.

Planning establishes parameters within which a supply chain will function over a
specified period of

time. In the planning phase, H.S.E. includes uncertainty in demand, exchange rates, and
competition over this time horizon in his decisions. Given a shorter time frame and

better forecasts than in the design phase, the firm in the planning phase try to incorporate
any flexibility built into the supply chain in the design phase and exploit it to optimize
performance. As a result of the planning phase, it defines a set of operating policies

that govern short-term operations.

Steps in Planning Function

Planning function of management involves following steps:-

1.Establishment of objectives

2.Establishment of Planning Premises

Internal premises are controllable whereas external are non- controllable.

3.Choice of alternative course of action

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When forecast are available and premises are established, a number of alternative course
of actions have to be considered.

4.Formulation of derivative plans

Derivative plans are the sub plans or secondary plans which help in the
achievement of main plan.

5,Securing Co-operation

After the plans have been determined, it is necessary rather advisable to take subordinates
or those who have to implement these plans into confidence.

Also the employees will be more interested in the execution of these plans.

5.1.2Decision making process:

The time skyline here is week after week or every day. Amid this stage, it settles on
choices with respect to singular client orders. At the operational level,store network
design is viewed as settled, and arranging arrangements are as of now characterized. The
objective of inventory network operations is to deal with approaching client arranges in
the most ideal way. Amid this stage, firms designate stock or generation to singular
requests, set a date that a request is to be filled, produce pick records at a stockroom, allot
a request to a specific shipping mode and shipment, set conveyance timetables of trucks,
and put in recharging requests.

Since operational choices are being made temporarily (minutes, hours, or days), there is
less instability about request data. Given the requirements set up by the design also,
arranging approaches, the objective amid the operation stage is to abuse the diminishment
of instability and streamline execution.

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 5.1.3 Organizational design :

Departmentalization is an aspect of organizational design that includes the subdivision

of a business into units based on their function or other criteria. The firm has such
functional department as production.finance, marketing. Supply chain, human resources
etc

Organizing is the function of management which follows planning. It is a function in

which the synchronization and combination of human, physical and financial resources
takes place. All the three resources are important to get results. A manager performs
organizing function with the help of following steps:-

1. Identification of activities - All the activities which have to be performed in a concern

have to be identified first. For example, preparation of accounts, making sales, record
keeping, quality control, inventory control, etc. All these activities have to be grouped
and classified into units.

2. Departmentally organizing the activities - In this step, the manager tries to combine
and group similar and related activities into units or departments. This organization of
dividing the whole concern into independent units and departments is called
departmentation.

3. Classifying the authority - Once the departments are made, the manager likes to classify
the powers and its extent to the managers. This activity of giving a rank in order to the
managerial positions is called hierarchy. The top management is into formulation of
policies, the middle level management into departmental supervision and lower level
management into supervision of foremen.

4. Co-ordination between authority and responsibility - Relationships are established

among various groups to enable smooth interaction toward the achievement of the

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 5.1.4 Leading Function of Management
The managerial function of staffing involves manning the organization structure through
proper and effective selection, appraisal and development of the personnel to fill the roles
assigned to the employers/workforce.The firm has Democratic leadership, also known as
participative leadership, is a type ofleadership style in which members of the group take a
more participative role in the decision- making process. Everyone is given the
opportunity to participate, ideas are exchanged freely, and discussion is encouraged

According to GPPL, “Staffing pertains to recruitment, selection, development and

compensation of subordinates.”

1. Staffing is an important managerial function- Staffing function is the most important

managerial act along with planning, organizing, directing and controlling. The operations
of these four functions depend upon the manpower which is available through staffing
function.

2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in
all types of concerns where business activities are carried out.

3. Staffing is a continuous activity- This is because staffing function continues throughout

the life of an organization due to the transfers and promotions that take place.

4. The basis of staffing function is efficient management of personnels- Human

resources can be efficiently managed by a system or proper procedure, that is,
recruitment, selection, placement, training and development, providing remuneration, etc.

5. Staffing helps in placing right men at the right job. It can be done effectively through
proper recruitment procedures and then finally selecting the most suitable candidate as
per the job requirements.

6. Staffing is performed by all managers depending upon the nature of business, size of
the company, qualifications and skills of managers, etc. In small companies, the top

35 | P a g e
 management generally performs this function. In medium and small scale enterprise, it is
performed especially by the personnel department of that concern.

Staffing Process - Steps involved in Staffing

1. Manpower requirements- The very first step in staffing is to plan the manpower
inventory required by a concern in order to match them with the job requirements and
demands. Therefore, it involves forecasting and determining the future manpower needs
of the concern.

2. Recruitment- Once the requirements are notified, the concern invites and solicits
applications according to the invitations made to the desirable candidates.

3. Selection- This is the screening step of staffing in which the solicited applications are
screened out and suitable candidates are appointed as per the requirements.

4. Orientation and Placement- Once screening takes place, the appointed candidates are
made familiar to the work units and work environment through the orientation
programmes. placement takes place by putting right man on the right job.

5. Training and Development- Training is a part of incentives given to the workers in

order to develop and grow them within the concern. Training is generally given according
to the nature of activities and scope of expansion in it.

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 Chapter 6

SWOTANALYSIS
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 Strengths:
The best run supply chains are built on matching the company’s inventory
management practices with its business model. For instance, in an industry
where customer demand is high, linear and constant, companies require an
extremely flexible supply chain, one where vendors are capable of turning
around parts and materials immediately. In this portion of the analysis, focus
on the inherent strengths of the company’s supply chain. These could be
related to the vendor's core competencies, their willingness to extend
favorable payment terms, their turnaround time on parts and materials, as well
as their ability to hold inventory for extended periods. For the company, it
might include its purchasing power, its strength in negotiation, its ability to
pay vendors on time, and any additional volumes it brings to the table.

Weakness:

A company’s weaknesses within its supply chain aren’t hard to spot. Most
companies have a fairly easy time identifying what needs to be addressed.
When looking at the company’s weaknesses, make sure you’ve first addressed
that aforementioned question as to whether your company has matched its
inventory strategy to its business model. Most of the weaknesses are linked to
running the wrong supply chain approach. In other instances, weaknesses are
prevalent when businesses lack the purchasing power to drive down costs.
Still, sometimes companies don’t capitalize on their purchase volumes and
instead, fragment those volumes with poor order planning.

1. Less Local Supplier: As GPPL focuses more on quality it becomes so

tough to search local suppliers who complies with Firm quality and way of
working. Only a few numbers of local suppliers can match Firm’s policies and
Quality. For this reason, if one local Supplier fails to provide materials timely
there is risk of materials shortage and product out of stock.

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 2. Very High Lead time: As most of the Raw materials and finished
goods are imported it has a very long lead time varies from 2 months to 4
months sometimes. This high lead time of Order to Factory Delivery process
creates high risks in times of product shortages and also makes the process
lengthy.

The list is following which can bring more light on weakness:

 High cost of generation because of high rate of crude material

 Lack of taught, ensured and professionally prepared, work constrain
Unavailability of
prepared to utilize crude material
 No Designing and R&D offices accessible
 Unawareness of Social consistence and Environmental issues Unawareness of
any quality control and principles
 Lack of worldwide advertising abilities Unavailability of prepared to utilize
prepared wood Constraint of Technology

Opportunities:

Think of opportunities that can help improve the company’s supply chain.
These can relate to new vendors entering the market, an extension of credit
terms, or an increase in existing credit limits. Some companies use their added
volumes from new business in order to lower costs and enact new strategies.
In essence, the additional volumes provide the impetus to move forward with
new cost reduction initiatives. The focus should be on identifying
opportunities to reduce the company’s cost structure and improve turnaround
time on incoming parts and materials.

1. Developing Local Suppliers: Now-a-days in terms of quality products

and materials our local companies are also doing well. Here has a great
opportunity to develop the local suppliers and teach them about the cultivation
method. Especially for raw materials like , Nail , bolts&nuts,Brush for paint ,
Special Clamps with bolts and nuts , Wood preservative ,Glue ,Elfie,Grman
glue ,Foxy for better strength

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 Deodar Wood , Shisham wood , Shisham wood , Partal wood, Kikar wood,
Formica sheet , Commercial ply , Shisham wood ply , Teak wood ply Deodar
wooden , Khunda - Chapka (For Almirah), Nails of sorts, Hard Board , Gola
(Wood) etc such items they can develop local supplier. This will save huge
amount of money and time for The Firm and also will be beneficial for our
country too.

2. Bad Goods reduction project: Every month a large number of imported

goods are damaged or dented during transportation from abroad by (road or
sea). Even local products are also damaged during transportation from GPPL
warehouse to Distributor warehouse.

Threats:

The threats portion of the SWOT analysis must focus on the current and future
threats to the company’s supply chain. This analysis should focus on any
decisions made by vendors that could pose problems to the company’s supply
of materials and parts. In addition, these threats could come from the market
or industry itself. For instance, it’s not uncommon for companies to suddenly
encounter payment issues and cash flow problems, simply because of a
downturn in the economy. Not being paid on time forces companies to be late
themselves. These are serious threats to that company’s supply chain.
Proactive companies take the time to contact their vendors to immediately
discuss the issue facing both parties.

 Growing political issues across countries affecting large corporations

 Potential substitute like new technology or improvement in barcode.

 International competition

 Global economic and bad economy

 Terrorism is one of the major obstacles for meaningful international

countermeasures.
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 Chapter 7

OBJECTIVE

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Objectives
In preparing this report I have focused on two types objectives as follows:

Board Objective:

The broad objective of this research is to illustrate the activities of business development and
the process of preparing and Filling bid documents as per the Procurement Rules of India;
Specific Objectives:

a) To give a comprehensive idea about business development of EPC projects

b) To give a idea about the Bidding Management

c) To get a feeling about how various departments in an organization co-ordinates in a uniform

harmony and how they function

d) To give a prolonged idea on PPR (Public Procurement Rules) and rules applied during the
preparation of tender documents

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 Chapter 8

RESEARCH
METHODOLOGY
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 RESEARCH METHODOLOGY

STUDY DESIGN:

A survey was conducted on 150 randomly selected populations from the

different departments & selective vendors applied in Gurutech Projects
Private Limited Company (GPPL) Delhi. The study was carried out between
15th June to 31st July. Satisfaction Questionnaire was used as tool for
collecting data from the randomly selected sample. The questionnaire was
allowed to be filled up individual subject in order to prevent any kind of bias.

SAMPLE DESIGN:

150 vendor’s were randomly selected who applied in Gurutech Projects

Private Limited Company (GPPL) Delhi..

DATA COLLECTION:

This study involves both exploratory as well as descriptive case study

approach. Both primary and secondary methods are used to collect
information.

For present study, Primary data are collected by field visits, observation and a
set of self- structured questionnaire to be filled by employees. A number of
questions concerning to various factors associated with bidding situation are
framed with a view to assess the level of satisfaction and these questions are in
proper sequence. Prior to filling of questionnaire clear instruction was given
regarding the allocation of answers.

Secondary data will be collected through book, journals, articles, reports,

periodicals and internet, etc.

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1) Overall Research design Exploratory and Descriptive research

2) Source of Data 1) Primary data

2) Secondary data
3) Sampling Method Selective Sampling Method
4) Sample size 150 vendor’s applied in GPPL
5) Tools of Data Collection Self- structured questionnaire,
interviewed and observation

RESEARCH ANALYSIS AND INTERPRETATION

Table 1: gender of vendors

Gender % of vendor’s

Male 75 %

Female 35 %

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80%
35% 35%
70%

60%

50%
18%
40%
12%
10% 10%
30%

20%

10%

0%
HR Labour Service Business EngineerOperations

Table 2:- % vendor’s satisfaction

Over all the vendor’s satisfaction ratio is 70% which are very high and out of
the satisfaction ratio
35% are belong form engineering department where 35 % are from operations
department.

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 Table 3:-Vendor’s satisfaction dimension

Si Vendor’s satisfaction
5* 4* 3* 2* 1*
No. dimensions

1. Tendering method 20 50 10 10 10

2. Tendering duration 60 30 10 0 0
3. Tendering price 60 10 10 20 0
4. Contract management 50 30 10 5 5
Organization culture and
5. size 20 50 10 5 5

Strategic awareness and

6. 10 50 20 10 10
perspective
7. Financial Condition 30 50 5 10 5
8. Managerial ability 10 70 10 5 5
Follow up information
9. 30 60 5 5 0
Relationships with consultants
10. 70 20 5 5 0
Promptness of Doctors
11. 80 15 0 10 0
Type of contracts(lump
12. sum/ D&B/) 27 50 5 5 3

Type of project (Residence

13. 40 50 0 10 0
/Office /Hotel)
14. Environment protection plan 45 10 20 10
15
Capability of gathering and
processing information of
15. 10 30 35 25 0
new projects/contracts

16. Site clearance of obstructions 10 55 5 25 5

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 Table 4: Overall Vendor’s satisfaction level

Overall satisfaction level of vendor’s % of vendor’s

Satisfied 70 %
Not Sure 20 %
Not satisfied 10%

80

60

40

20

0
Satisfied Not Sure Not Satisfied

Out the 150 samples,70% respondents indicated that they were satisfied with
BIDDING & TENDRING process, 20% respondents were not sure about the
process and 10% does not know anything about these processes

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Chapter 9

49 | P a g e
 CONCULSION
These 45 days long summer training gives me enough opportunities to observe
and learn managerial practices, Organizational, Structures, responding

It is very much important to make coherence between the academic

knowledge with the practical one. Keeping this view in mind, MBA
Program, NIMS UNIVERSITY, makes proper arrangements of practical
orientations (internship) for the students of MBA which is a part of MBA
program. It is a great privilege for me being an employee of Gurutech
Projects Private Limited Company (GPPL)

I have acquired knowledge on different things especially on business

development and bid management. Gurutech Projects Private Limited
Company (GPPL) has been working closely with both government and
non-government organization. For that reason, In this report, I have tried to
harmonize my professional experience with the academic knowledge
which I have learned during my post-graduation.

I have tried to depict a brief description of the responsibilities of the

business development as well as the relation between business
development and bid management. I have described the whole process of
tender submission as well as the evaluation process of different tendering
process. I understood the gap between the practical and theoretical
knowledge. I tried my best to make the report fruitful and my all efforts
will be valuable if anyone gets any sort of benefit from my report.

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 Chapter 10

Recommendations

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A brighter future for the furniture industry would necessitate a holistic
approach. Some of the most important elements of that approach are the
following:

Sustainable raw materials

A determined plan is needed to create and develop a sustainable source of
wood raw materials. Forestry/reforestation programs should ensure a stable
source of low cost raw materials, and to the extent possible maintain or
improve ecological conditions, enhance the community income and
employment, etc.

Design
Creation of easily accessible design libraries in each major furniture cluster of
the country would disseminate effectively new designs. The items collected
could include trend reports, contemporary design books, consumer magazines,
mail-order catalogues, trade publications, raw material samples, etc. Training
programs and exchange of foreign designers can be an integral part of this
design upgrading.

Human resources
Even if labour force is adequate in numbers, lack of technical capabilities can
hinder competitiveness. Public support to vocational training for workers in
factories is recommendable, in order to reduce direct training expenses of
enterprises, and to allow managers to professionally grow with their
businesses.

Market information
Access to information on market characteristics (for example trends in
distribution, retail success stories, new furniture marketing concepts) and
market access (tariff and non-tariff barriers) is often too difficult. It would thus
be useful to centralize this information for regular distribution at the furniture
association level.

Marketing activities
The furniture industry should focus on marketing activities in key markets (the
United States, Japan, the European Union, and the Gulf). A concerted action
should include exhibitions; websites; international trade fairs; in-depth market
analyses, etc. Special encouragement may be warranted for importers and
retailers groups to visit Pakistani factories or permanent exhibition halls.

52 | P a g e
Chapter 11

53 | P a g e
 Reference

References & Resources:

· Personal Interview with all functions

· Personal investigation and observations

· Furniture catalogue

· Labor ,market ,Related business person, Raw material Provider comments

· Internet resources as under:

· Bid Preparation Guidelines

WEB REFERENCE
1. http://www.scribd.com
2. www.linkdin.com
3. www.gurutechprojects.com

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The Questionnaire

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 QUESTIONNAIRE FOR PROJECT
SECTION A

COMPANY RESPONDENT PROFILE

Please, thick one box and fill in the blanks if you select others.

Part 1: General information

1. Classification of Contractors in building works:
st nd
1 2 3 rd 4th 5th

2. Title of position of respondent

Contractor Project manager Site engineer

Others,( specify) ……………

3. Experience years respondent :……………………….

4. Experience years of the organization in constructions:
Less than 3 years 3 to 5 years
6 to 10 years More than 10 years

5. Size of organization ( number of employees)

Number of employees in your organization is ........... employee

6. Number of projects implemented in the last five years.

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 Less than 7 7 to 14 2 15 to 22

More than 22

7. Value of implemented projects during the last five years (in

million dollars):
Less than 1 1 to 3 4 to 6

More than 6

SECTION B

The following is a list of factors affecting contractor's competitions strategy in

construction projects. From your experience, please express your opinion on the
importance of the following factors that affecting competiveness' strategy for the
contractors operation in construction projects in the GPPL. (Please tick the
appropriate box).

Each scale represents the following rating:

(5) = Very high effect.

(4) = High effect

(3) = Medium effect.

(2) = Low effect.

(1) = Very low effect.

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 Rating scale

Factors (5) (4) (3) (2) (1)

Project characteristics factors

1. The ratio of contract value and contract
Period
2. Availability of time for tendering

3. Type of project (Residence /Office /Hotel)

4. Project size
5. Environment protection plan

6. Site clearance of obstructions

SECTION C

Rating scale
Factors
(5) (4) (3) (2) (1)

Company’s characteristics
1. Capability of gathering and processing
information of new projects/contracts

2. Organization culture and size

3. Relations with other contractors

4. Firm’s history
5. Contract management

6. Contractor’s general image

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 SECTION D

Rating scale
Factors
(5) (4) (3) (2) (1)

situation Bidding
1. Tendering method

2. Tendering duration

3. Strategic awareness and perspective

4. Pre-qualification requirement

5. Tendering price

6. Present commitment of competitors

SECTION E

Rating scale
Factors
(5) (4) (3) (2) (1)

Contract administration factors

1. Type of contracts(lump sum/ D&B/)

2. Contract conditions/specifications

3. Availability of contract administration

System
4. Completeness of document

5. Insurance and bond requirement

6. Contingencies allowed

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 SECTION F

Rating scale
Factors
(5) (4) (3) (2) (1)

Tenderers' internal relationship

1. Managerial ability
2. Financial Condition

3. Control of progress
4. Claim experiences
5. Relevant work experiences

6. Administration system
Tenderers' external relationship
1. Employer’s personnel

2. Relationships with consultants

3. Resident supervision staff (client and/ or

consultant)

4. Insurance company
5. Plants providers

6 owners Adjacent 6.

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