KPI Creator · Stage 4 · Finished first draft · Experimental A

Kestrel Medical: why the big tenders were lost

Sample dataYear to date: Jan to Sep 26Data to 30-Sep-26Business Requirements v1.3

Kestrel lost 3 of its last 5 big tenders, and the buyers' debriefs point to service and support, not price: it was the biggest scoring gap on all three.

Top 3 actions

  1. Bid manager, with the sales leader

    Reviews the debriefs; the sales leader sets the response

    Proposed: 3 of the last 5 by Dec-27 (Phase 2)
  2. Sales leader

    Reviews big-deal pricing if the trend keeps rising

    Target set in Phase 2
  3. Sales leader

    Moves rep focus to the growing product groups

    Revenue growth of 4% in 2027

What changed Discount on big deals and big tender results, 2021 to 2026

Discount on tender contract orders by order year (2026 is Jan to Sep). Below: the last 5 tenders of $5m or more.

Average discount on big dealsBig tender wonBig tender lost

The axis starts at 12% so the step can be read. No target yet: it is set in Phase 2. Big deal means tender contract orders for now.

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Why What the buyers' debriefs say, largest cause first

Service and support was the biggest gap on all 3 big losses; price was never the biggest

Weighted points out of 100 the winning supplier scored above Kestrel, by scoring area, from each buyer's debrief. Right of the line: the winner scored higher.

Strong Inference: scores parsed from the debrief letters, in three layouts, compared in weighted points (price 30, clinical fit 25, service and support 15, the rest 10 each).

Every lost tender, 2021 to 2026, in one circle, coloured by the scoring area with its biggest gap to the winner. Dot size is contract value; the 3 big losses are ringed.

Experimental: dot swarm, one circle. Biggest tenders placed first, with space between dots. Bends the rule that exact values can be read: dot size shows value only roughly. Hover a dot, or open See data.

The 3 big losses went to 3 different winners, one a distributor that bundles brands

Contract value of lost tenders by winning supplier, with the number lost. Whole register, 2021 to 2026.

Won one of the 3 big lossesOther winners

No single competitor explains the big losses. Allied Clinical Supply is the distributor.

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What to do Owners and targets from the Business Requirements v1.3. Open targets are set in Phase 2

  • Bid manager, with the sales leader

    Reviews the debriefs and scoring of every lost bid; the sales leader decides how the tender response changes. Win-rate target set in Phase 2.

  • Sales leader

    If the trend keeps rising, reviews big-deal pricing within her authority and pulls back discounts that aren't winning business. Target set in Phase 2.

  • Sales leader

    Moves rep focus to growing product groups and customers, so revenue grows 4% in 2027.

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Detail Select a section to open it

Revenue growth on the year, by month, product group and rep 10 groups · 14 reps

Net sales shipped year to date against the same months of 2025, ship date. Target 4% in 2027, on 2026 full-year actuals.

Going backwardsGrowing
Big tender win rate: the last 5 tenders and the size line 5 tenders

2 of the last 5 big tenders won; the count moves a lot with the size line

Tenders of $5m or more (annual amounts times contract length), decided, newest last. No target in the first pass: the bid manager sets it in Phase 2.

Our price against the winning price on lost tenders Phase 2 · 1 stand-in
Bid managerOur price against the winning price on lost tendersPhase 2: waiting for dataWaiting for winning prices from the debrief lettersNot rated: Phase 2
Stand-in, not the KPISample data
Price score gap on lost tenders Price score, not price. The buyer's view of price, not our price against the winner's. Strong Inference.
Gross margin by product group Phase 2 · 1 stand-in
Sales leaderGross margin by product groupPhase 2: waiting for dataWaiting for cost of sales from financeNot rated: Phase 2
Stand-in, not the KPISample data
Net price realisation by product group, with share of net sales Service and Parts show 100% because they aren't discounted. That says nothing about their margin. Groups are not ranked best or worst.
Monthly reports: what the 30 reports say they use Stand-in detail
Stand-in, not the KPISample data
Reports on the draft agreed set: sales definition and customer grouping in use Against a draft set. Shows what reports say they use, not whether their numbers agree. Working Hypothesis. Index at 30-Sep-26.
Definitions 11 KPIs · 4 stand-ins
Gross margin per cent
(Net sales minus cost of sales) ÷ net sales, shipped lines, January to December. Phase 2: waiting for cost of sales from SAP product costing. Must reconcile to finance's 41% before use.
Average discount off list price on big deals
1 minus net value ÷ list value, value-weighted, tender contract orders, by order date. Counter-metric: tender contract net sales and the big tender win rate.
Revenue growth on the year
Net sales shipped year to date ÷ the same months last year, minus 1, ship date. The 4% for 2027 is measured on 2026 full-year actuals.
Big tender win rate
Tenders won out of the last 5 decided tenders with a contract value of $5m or more. Annual amounts are multiplied by the contract length. Counter-metric: number and value of big tenders bid.
Monthly reports that match the agreed set of numbers
Reports whose monthly net sales check against the governed sales table, ÷ reports that carry a sales number. Phase 2: waiting for finance's agreed definitions.
Gross margin by product group
Gross margin per cent by product group. Phase 2, with the same cost of sales feed.
Revenue growth by product group
Revenue growth on the year, split by product group.
Revenue growth by rep
Revenue growth on the year, split by the rep on the order line.
Our price against the winning price on lost tenders
Our submitted price ÷ the winning price, minus 1, lost tenders, total contract value. Phase 2: winning price is recorded on 5 of 25 lost tenders.
Why we lost, from the debriefs
For each lost tender with a scoring table, the scoring area with the biggest gap to the winner, in weighted points out of 100.
Who is winning the tenders we lose
Count and contract value of lost tenders by winning supplier.
Stand-ins (not KPIs)
Net price realisation (net value ÷ list value, shipped lines); Net price realisation by product group; Reports on the draft agreed set; Price score gap on lost tenders. Each has no target and no status colour, and is removed when its KPI switches on in Phase 2.
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