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Indian Solar MarketIndian Solar power sector started making rapid strides in recent years, mainly after the launch of Jawaharlal Nehru National Solar Mission (JNNSM) in 2010. It witnessed a rise of 76% over 2016 and making India the third biggest solar market worldwide. About 12.4 GW of projects have completed auctions and are in execution stages right now. 7 developers have built up project portfolios exceeding 1 GW mark. Southern states have frontloaded capacity build out – Karnataka (installed plus tendered capacity of 69% as against March 2022 target).Karnataka Solar outlookThe Government of India has revised the National Solar Mission targets from 20,000 MW to 1, 00,000 MW to be achieved by the year 2021-22. This targeted capacity is proposed to be achieved through deployment of 40,000 MW of Rooftop solar projects and 60,000 MW of large and medium-scale solar projects. The target for the Karnataka State is fixed at 2300 MW for Rooftop Solar Projects and 3397MW for large and medium-scale solar projects by 2021- 22.The Government of Karnataka has also notified certain amendments to the Solar Policy 2014-21 on 12th January, 2017, wherein it is proposed to install a minimum of 6000MW of solar power projects including grid connected rooftop generation projects up to 2400 MW by March, 2021. The policy also concurs with the Solar RPO target of 8% for the State as fixed by the MNRE, by March, 2021. The capacity addition also focuses on distributed generation spread across all Taluks of the State.However, even before these developments, the State has initiated the process of solar power procurement through competitive bidding and so far most of the solar power procurement from megawatt scale ground mounted has been made by competitive bidding except the power procurement under farmers’ scheme. The ESCOMs (BESCOM, MESCOM, HESCOM, GESCOM, CESC) in the State are buying solar power based on rates discovered in the competitive bidding. KREDL(Karnataka Renewable Energy Development Ltd), is co-coordinating procurement of Solar power on behalf of the ESCOMs by floating tenders.SOLAR PARKSThe Government of India has sanctioned development of 40,000 MW of solar park infrastructure by the year 2020 with a financial support of US $ 1.2 billion. Solar projects with a total capacity of 8,900 MW have already been allocated in 8 solar parksWith a view to provide a further boost to renewable energy development in the state of Karnataka, the Government of Karnataka (GoK) through KREDL has decided to set up a 1,200 MWAC solar power project within 2,000 MWAC Pavagada Solar Park. Karnataka Solar Power Development Corporation Limited (KSPDCL) has been formed by KREDL and Solar Energy Corporation of India Limited (SECI) to implement 2,000 MWAC Pavagada Solar Park facilities in Karnataka .KREDL intends to select suitable Power Producing Companies/ Solar Developers for the allotment of 1,200 MWAC (50 MWAC x 24 Blocks) Grid-Connected Ground Mounted Solar Photovoltaic Projects to be implemented in Pavagada Solar Park in the state of Karnataka on “Build-Own-Operate” basis under open category only for the procurement of solar power by the ESCOMs of Karnataka for a period of 25 years. The Bidders shall be selected through an open competitive bidding process in accordance with the procedure set out in this RFPCost and Tariff trend in KarnatakaIndian Solar power tariff fall seems to have bottomed out and may not drop beyond an all-time lowpic:Global Market Outlook For Solar Power / 2017 – 2021In comparison to the annual increases in electricity tariff of distribution licensees, solar energy offers an alternative, which will be cheaper in the longer run. The projects may be MW scale projects located far off, with the energy being wheeled to the consumers or may be smaller rooftop based projects.Karnataka announced results of an 860 MW state solar tender last week. 11 developers have won 48 projects aggregating 760 MW at tariffs ranging between INR 2.94 – 3.54/ kWh. Big winners include Shapoorji Pallonji (185 MW), Acme (106 MW), ReNew (99 MW), Asian Fab Tech (85 MW) and Greenko (45 MW). Prominent losers include Aditya Birla, Avaada, Orange and EdF. 100 MW of the allocated capacity was reserved for domestic module manufacturers, but we expect this to be cancelled in view of the ongoing WTO dispute.Challenges1. Delays and failures in commissioning of projects allotted under competitive bidding Low level of solar RPO.2. Non enforcement of solar RPO on captive3. Third party open access consumers4.Issues on land acquisition and approvals5.Building up of New Evacuation facility creation is in slow pace6.Varying Duty of solar panels may temp KREDL to cancel the auction.Thank You.Foot Notes:1)Karnataka Renewable Energy Development Ltd.http://kredlinfo.in/2)http://kredlinfo.in/solargrid/Solar%20Policy%202014-2021.pdf3)http://www.bridgetoindia.com/4)In-Depth Report: Development Status of 2 GW Pavagada Solar Park and Projects - Mercom India

I have been on the selling side of an RFP but not the buying side. You may want to ask technical resources on Quora this question to see if they have been on a steering committee in the past. If they have a MNDA (explained below) may prevent them from giving certain specifics.It varies by organization. Characteristics of organizations that use the are:They are government agenciesEducational institutionsA commercial company that is making a large purchaseA commercial company that is purchasing a solution with a long implementation time frame.These organizations are sometimes regulated by how they purchase and will present the regulations in the RFP. Government agencies many times do this. Commercial organizations do not have a standardization. I have seen do the following. though the order may vary.Start with only the organizations that responded to an RFI from an earlier time period.Establish a steering committee in internally. The committee is typically made up of high and low ranking people in multiple departmentsDo white paper research on companies.Establish a POC (point of contact) at their organization for the RFPConstruct a timeline for the RFP The timeline will include time amounts for each phase of the purchasing process from opening questions to a “go live” dateThe organizations will attempt to establish a POC at the companies they are interested in speaking to about their project.The POC from the organization will make an introduction to the project, typically with an email and a phone call.A MNDA (mutual No Disclosure Agreement ) is sent out red lined by both sides and agreed upon. It is a legal document that says neither side will share information learned from the conversation with others outside of their organization. (endnote 1)The timeline is shared with organizations participating in the RFPOrganizations are given a questionnaire. It is typically the exact same questions to each organization.Organizations are given a demo slot to present their solution.The purchasing organization uses the questions and demo to short list thier candidates. Short listing is a process of eliminating all but 3–4 companies from the list.The organization sends an email to each company in the RFP process telling them if they made it to the short list or failed to make it. The organization will break contact with those not short listed.The purchasing organization, based on the questions goes back to the steering committee and rethinks their questions. This usually elongates their timelines.Sometimes new questionnaires are sent out based on information learned. A second demo may also be requested based on new information learned.The short listed companies many times are given a POC (proof of concept) It is an separate presentation that attempt to prove what was in the questionnaire and demo.At this juncture a company may select a VOC (vendor of choice) which is one they are favoring but have not purchased from yet. Other organizations skip this step.Organizations will issue or re-issue pricing guidelines that were outlined in the RFP literature sent out months earlier.Organizations will receive pricing quotes. If they have selected a VOC they will only get the quote from the VOCOrganizations will ask for pricing contracts (endnote 2) and many times lawyers from both sides will hash out terms and conditions.Based on pricing and term negotiations the timeline is re-evaluated. Most of the times it is elongated at this point.The VOC or remaining vendors will be asked to provide references. The references are current clients that can give an review of the products and services offered.Contract negotiations and price negotiation begin. This can take weeks or months.If multiple vendors are still in the running a winner is announced. They are awarded the contact. Payment is made and services are fulfilled. (endnote 3.If a VOC was established their final contract and price is either accepted or rejected. If accepted it is the same as 24. If rejected a new VOC is selected from the short list and the process starts from an earlier area which can include another demo, POC, contracting and or pricing.During implementation due to information not revealed by RFI and negotiations the process may have more bumps issues and the VOC asks to re-negotiate price with a larger amount to cover expenses. If this is rejected a new VOC may be selected (see 25) if accepted contracts are re-done and pricing is resent and negotiated.SLA’s are reviewed during implementation —sometimes contracts or pricing is amended in either sides favor.Project is complete with an established time frame for re-notification. Time lengths vary but 3–5 years is typical.Problems with RFP’sI probably actually missed a few steps. however you can see how long this is. Within each of these steps are steps that are sometimes done over and over making the list even longerThe person who is the POC for the RFP almost always knows nothing about the products being pitched or about pain points that lead to the conversion in the first place.;The POC in procurement is rewarded many times for getting the lowest price. However the cheapest vendor is rarely the best solution given the complexities of the problems that lead to the RFP in the first place.The steering committee either starts very political or becomes that way over time. Key players in various departments fight for internal control of the project and either delay or destroy the whole process. Many times a sub group that will not be the primary benefactor gains control and picks a vendor that will benefit them but at the detriment of the other departments.Time to market is out the window. Their is no speedy way to do this. (endnote 4)Due to the length of the process many companies freeze somewhere in the middle and kill the project entirely. This burns bridges with the companies pitching them. It also costs the organization itself considerable money spending doing the research with nothing to show for it.Due to the expense associated with the research itself many procurement teams go over budget during the research process.Companies that may have had a strong solution many times drop of the RFP process because they are not making enough margin to justify their time. Each month the RFP process continues their margins get smaller.Most of the time the solution being purchased is not within the LOB (line of business ) (endnote 5)of the purchasing company which is why they are buying it in the first place. However due to the lack of experience of the purchasing organization their ability to know what to buy and why they should buy is diminished when contrasted to the teams on the selling side.Once a vendor is purchased many organizations do not wish to go through the process again resulting in vendor lock in (endnote 6)EndnotesMNDA: Mutually non-disclosure agreement applies equally to both organizations buyer and seller. Some purchasing companies issue a NDA also called a unilateral NDA which only applies to the buyer not the seller. Many vendors reject NDA’s.Pricing contracts are not the same as quotes. It is more about how what is priced. It includes services, changes in conditions new information found ect. It is kinda rules on how quotes may be re-issued. Many times it is a legal document and done by lawyers on both sides.Most sellers will demand payment up front. At this point the selling company as assumed large expenditures up front in the process and is less likely to offer a monthly payment systems. However years 2 through 5 may be paid on a monthly basis The details are typically hashed out i the pricing contractsTime to market is the idea that speed matters in an implementation and use of the solution. Companies that can shorten the process gain from use of the solution to their advantage when contrasted to other slower purchasing organizations.LOB. Line of Business. The specific industry a company is in. For example a bank is in the baking and finance business. If they purchases an IT solution while they may have IT on staff it is outside of their line of business.Vendor lock in is when a vendor does not have to compete for the repurchase of their solution. Some buyers do this intentionally however it may happen accidentally in an RFP because the buying organization/s steering committee is unwilling do repeat the process as the contract expires.

I was a proposal writer for large global HR consultancy, and I worked in the Talent and Rewards sector.Despite the differences in our products and services and length of proposal (anything from 3-200 pages) most of our proposals would follow a very similar structure. They would some or most of these sections although some of these might get combined into a bigger section or broken out to smaller sections. The order of these sections would vary depending on what was important to focus on.Introduction or Executive SummaryEssential. This should be short, 1-3 pages and you should treat this as a complete document in itself. Assume that some prospective clients will only read this on the first pass, what do you want them to remember about your proposal. What is the magic you’re going to give to give them? What sums up the offering? Some teams liked to actually make this literally a separate document either in the form of a letter, or a short supplementary document in itself.What we know about the clientMost of our work would be with current clients and it was important that we leveraged that relationship as much as possible by explaining how well we knew them and their culture. Most people tend to think of their own company culture as being very specific and different to the norm and convincing that we appreciated just what a special snowflake they were was a useful selling point.What we know / perspectivesDepending on the product or service, it may be relevant to have a general thought piece on what we were doing. For example for an executive compensation proposal we might give observations of the industry that the company is from and various trends happening in remuneration committees, for a talent management proposal, we might give an explanation on how we see talent management integrating within a companyUnderstanding of the needs of the clientThis wouldn’t always be its own section but at some point we would try to make a statement of our assumptions of what was needed. This was important when there wasn’t a clear indicator of just what would need to be included, in order not to oversell or undersell.What the actual offering wasThis would be an in-depth dive of the the actual offering, product or service would be to the client. This would be an explanation of the phases of the project or implementation, what we would provide, what they could expect. This would always be the real meat of the proposal and be in much greater detail than what would be mentioned in the executive summary.Scope of workThis is different from the assumptions made in the ‘Understanding of the needs of the client’, this is a detailed attempt to quantify what was actually being included in the project and the deliverables, e.g. workshops, results, documentation. Frequently this would eventually be what would be referred to in the contract. This would also include timescales although sometimes these would based on a what was typical in a similar project and would be amended later.Why us?This section is just is about trying to make our company stand out from the others. This was about leveraging our strengths compared to our competitors and if needed to mitigate what the market may have considered our weak points.RFP response to due diligence questionsThis would sometimes be a separate part of the process, but we’d also have it as part of the RFP. If it was in the RFP it tending to be proposal specific, whereas in the RFI it would just be about gathering information on the company.FeesThis would be a page or two and may cover several scenarios with differing assumptions.Case studiesWe’d give examples of where we had done the work previously with comparable companies. If possible these case studies would also double as references, people that the client could contact for a recommendation of our product or service.Bios of the proposed teamThis was more significant for some work than others. I liked to include this in all proposals to give a personal touch, they would frequently meet 2 or 3 of the people in the proposal at the next stage (the pitch presentation). However for some proposals, e.g. for an executive compensation project, this was an absolutely necessity as the product was really the expertise of those people. Getting the right person who understood their industry would have been the key strength and in the end what we were selling. This may also include a organisation chart to show the structure of the team.One of my 'standard brand compliant' proposal designs