A tender can look profitable and still be impossible to submit or finance. A mandatory document may be missing, a certificate may expire before the deadline, the required team may already be committed, or retention and a guarantee may create a cash gap before the buyer pays.

Tender Readiness & Bid Economics Desk keeps these decisions together. Build a compliance matrix with the exact source section, owner, evidence and status. Plan clarification and submission tasks. Calculate delivery cost, target-margin price, bid preparation cost, guarantee fees, collateral, retention and dated customer payments. Compare required role-hours with available capacity.

The Go / No-Go page does not hide problems inside one score. Eligibility, evidence, deadline, capacity, margin and funding remain separate gates. A management decision can be Go, Conditional Go or No-Go, with the named reviewer and reasons recorded. The program does not write the response, interpret procurement law or predict a win.

Worked example with the demo numbers. Delivery cost is $80,000 and the target margin is 20% of revenue, so the price before tax is $80,000 / (1 − 0.20) = $100,000. A 20% markup on cost would give $80,000 × 1.20 = $96,000 — both are valid calculations, and the screen always says which one it uses. An invoice of $100,000 with 10% retention brings $90,000 on the payment date and $10,000 only when the retention is released. A guarantee that locks $20,000 of cash collateral changes the cash curve but is not an expense; its $2,000 fee is. If delivery needs 100 electrician hours in a week, 70 are available and 20 are already committed, the gap is 50 hours.

In the second demo tender the price gives a $30,000 margin if won, yet the cumulative cash position falls to −$95,000 before the first payment arrives, against $40,000 of funding available, and the electrician gap cannot be covered by an eligible subcontractor. The margin gate passes; the funding and capacity gates fail. That is exactly the case a single score would hide.

Optional expected value is shown only when you enter your own win probability, and it is labelled as your estimate: with revenue $100,000, delivery cost $70,000, a 40% probability and $5,000 of bid preparation, EV = 0.4 × ($100,000 − $70,000) − $5,000 = $7,000. It never overrides a failed mandatory requirement.

What you get: a requirement and evidence matrix; document expiry checked on the submission date; a work plan with dependencies that can never form a cycle; margin or markup pricing with a formula preview; a dated working-capital schedule with peak funding; guarantee, collateral and retention treatment; capacity gaps by role and week; optional expected value; a recorded decision with a snapshot of every gate; and a submission pack with indexes, checklists, calendar and spreadsheet exports.

What it does not do: it does not write or edit your bid text, interpret procurement law or tender conditions, declare legal compliance, connect to procurement portals or predict whether you will win. Requirements, weights, scores, dates and amounts are entered by you from the tender documents.

Open the fictional services tender in the demo to see a bid that is profitable on paper but fails a funding or capacity test — before you buy.