Feasibility is a decision gate
The purpose of feasibility is to determine whether, and under what conditions, the project should proceed. If the preferred delivery model, funding route or affordability limit remains unresolved, tender preparation is premature.
Create measurable progression criteria
The decision to advance should be supported by explicit feasibility, bankability, risk and implementation-readiness criteria. These criteria turn a broad approval into a traceable governance decision.
Maintain continuity into procurement
Demand, revenue, capital cost, operating cost, risk allocation and financing assumptions must flow into the procurement documents and bidder requirements. Otherwise, the tender can drift away from the approved business case.
Define the transaction boundary
Draft tender documents are not the same as transaction execution. Bid evaluation, negotiation, approvals, financial close and implementation readiness should have clear ownership and separate activation points.
This article provides general information and does not constitute financial, investment, legal or tax advice.