Tendering for a new bottling or packaging line is a significant undertaking. It often involves large capital investment, long lead times, and multiple internal and external stakeholders. Yet despite this, many bottling line tenders fail to deliver the outcome the business expects, not because suppliers are incapable, but because the tender process itself is poorly structured.
This article provides a practical overview of the bottling line tender process, explains where projects commonly go wrong, and outlines how a clearer, more structured approach leads to better technical solutions, more accurate pricing, and smoother project delivery.
Why bottling line tenders often struggle
In our experience, issues in bottling line projects usually originate upstream of the tender. Common challenges include:
- Incomplete or ambiguous technical information
- Unrealistic programme or budget expectations
- RFIs being used as full tenders
- Multiple suppliers interpreting requirements differently
- Key site or utility constraints identified too late
The result is pricing that is difficult to compare, excessive clarification cycles, and increased risk of variations once the project is underway.
A well-run tender process reduces these risks by aligning expectations early and ensuring suppliers are responding to the same technical brief.
Typical stages of a bottling line tender
Although every project is different, most successful bottling line procurements follow a broadly similar structure.
1. Concept and feasibility
This is the point at which the business defines what it is trying to achieve, not how it will be delivered.
Typical outputs include:
- Target throughput and production volumes
- Product and pack formats (current and future)
- Commercial drivers (speed to market, flexibility, cost control)
- High-level site constraints
At this stage, engineering input is often used to sanity-check assumptions and identify major technical risks before engaging the wider supplier market.
2. Request for Information (RFI)
An RFI is intended to gather technical insight and feasibility feedback, not firm pricing.
A good RFI:
- Tests different technical approaches
- Identifies key risks and constraints
- Highlights areas requiring further definition
- Helps refine the eventual tender scope
A common mistake is asking suppliers to provide detailed pricing when the technical brief is not yet mature. This often leads to wide price spreads and hidden assumptions.
3. Budget pricing or ROM (Rough Order of Magnitude)
Once the concept is better defined, ROM pricing can be used to:
- Validate budget expectations
- Compare high-level solution options
- Decide whether to proceed to full tender
ROM pricing should be treated as indicative. Attempting to fix budgets too early usually transfers risk rather than removing it.
4. Technical clarification and scope freeze
Before issuing a full tender, successful projects invest time in clarification:
- Confirming throughput definitions (nominal vs sustained)
- Agreeing changeover philosophy
- Defining interfaces between machines and services
- Aligning assumptions on site readiness and utilities
This stage is critical. Every unanswered question becomes a commercial or programme risk later.
5. Formal tender
The formal tender stage should result in:
- Comparable technical solutions
- Clear inclusions and exclusions
- Defined responsibilities
- Transparent pricing structure
At this point, suppliers should be pricing delivery, not interpreting intent.
6. Evaluation and award
Evaluation should go beyond headline price and include:
- Technical compliance
- Risk allocation
- Programme realism
- Support, commissioning, and aftercare
The lowest price rarely equates to the lowest total cost of ownership.
Why compressed tender timelines increase risk
One of the most common pressures on bottling line tenders is time. Projects are often driven by commercial deadlines that compress the tender window.
While this may feel unavoidable, shortening the early stages of the process typically leads to:
- Increased contingency in supplier pricing
- Greater likelihood of scope gaps
- Higher variation costs during installation
- Programme delays caused by late design changes
Time invested upfront is almost always recovered later.
The importance of consistent information
A key objective of any tender process is comparability. This only works if all suppliers are responding to the same information.
Inconsistent inputs lead to:
- Different interpretations of throughput
- Assumptions about changeovers or automation levels
- Varying responsibilities for civils, utilities, and integration
Clear, structured information allows suppliers to focus on optimising solutions rather than protecting themselves against uncertainty.
The role of engineering services in the tender process
Independent engineering input can add significant value during tendering by:
- Challenging assumptions before they become fixed
- Translating commercial goals into technical requirements
- Acting as a neutral interface between client and suppliers
- Identifying risk early rather than managing it later
This is particularly valuable where internal engineering resources are limited or where the project involves multiple OEMs.
From tender to delivery
A well-run bottling line tender does not end at contract award. The quality of the tender directly affects:
- Design development
- Factory acceptance testing
- Installation and commissioning
- Ramp-up to full production
Clear scope definition, aligned expectations, and realistic assumptions at tender stage set the tone for the entire project lifecycle.
Final thoughts
Tendering for a bottling line is not simply a procurement exercise, it is the foundation of a complex engineering project.
By structuring the tender process properly, investing time upfront, and ensuring clarity of information, manufacturers can:
- Achieve more accurate pricing
- Reduce project risk
- Improve programme certainty
- Deliver better long-term outcomes
In a follow-up article, we explore the key technical information required to plan a bottling line effectively, and how missing details commonly impact cost, performance, and delivery.
Speak to our engineering experts today.
📞 +44 (0) 1254 760 123
📧 info@packserve.co.uk
🌐 www.packserve.co.uk