What Is a Writing Plan in Bid Writing?

In public and private sector tenders, strong writing alone is not enough.

High-scoring submissions are built on structure, preparation and a clear understanding of how responses are evaluated. At WeBid Consult, every tender response begins with a writing plan. It forms part of a controlled bid management process and underpins the quality, clarity and consistency of each submission.

If you are reviewing your wider approach, our guide to the bid writing process provides useful context. The writing plan sits at the centre of that process.

Defining a Writing Plan

A writing plan is a structured outline developed before drafting begins. It consolidates the information required to produce a compliant, evidence-led and strategically aligned response.

A typical writing plan will include:

• Evaluation criteria and scoring guidance
• Client and project objectives
• Relevant clauses from the ITT or PQQ documentation
• Background research
• Applicable case studies and library content
• Defined win themes and differentiators
• A structured response framework aligned to the question

Rather than drafting reactively, the writing plan establishes direction. It ensures the response answers the question fully and aligns to how it will be assessed.

If terminology causes confusion, our article on the difference between a bid and a tender in procurement explains the distinction clearly.

Why Planning Improves Tender Performance

Time invested in planning reduces risk later in the submission process.

At WeBid, we follow an 80% planning and 20% drafting principle. While weighted towards preparation, this approach improves efficiency and protects quality.

Drafting without a structured plan often results in:

• Generic or templated responses
• Misalignment with evaluation criteria
• Inconsistent messaging
• Increased review cycles
• Avoidable rework

A detailed writing plan provides clarity before the first draft is produced.

Core Components of an Effective Writing Plan

A robust writing plan demonstrates understanding of both the question and the wider context of the opportunity.

Evaluation Criteria

The writing plan must reflect how the submission will be scored. If the tender documentation defines what constitutes an “excellent” response, this should shape the structure from the outset.

For a deeper look at scoring matrices and how evaluators assess submissions, see our article on understanding evaluation criteria and how bids are scored.

Client and Project Objectives

Strong submissions align with the client’s broader priorities.

Frameworks and projects frequently reference measurable targets such as sustainability commitments, social value KPIs or performance benchmarks. Identifying these within the writing plan allows the final response to reference them directly and demonstrate alignment.

Evidence and Case Studies

Evidence is frequently where marks are won or lost.

The writing plan stage identifies relevant examples early, ensuring the response is supported by credible delivery experience. Our guidance on writing case studies that support your tender responses explores this in more detail.

Key Tender Extracts

Relevant clauses and requirements from the ITT or PQQ documentation should be captured within the plan. This ensures the final submission remains grounded in the tender documentation and tailored to the opportunity.

Win Themes and Differentiation

A writing plan defines why the organisation is well placed to deliver the contract.

This may include:

• Technical capability
• Relevant project experience
• Resource structure
• Innovation
• Existing client relationships

These differentiators should be embedded throughout the planned structure, not added retrospectively.

Clear structure also supports presentation at draft stage. We discuss this further in our article on improving formatting and presentation in tenders.

Developing a Structured Writing Plan

An effective sequence for building a writing plan includes:

1. Reviewing the full tender documentation
2. Extracting evaluation criteria
3. Identifying client objectives and performance targets
4. Gathering relevant case studies and data
5. Structuring the response using the wording and order of the question
6. Assigning responsibility and evidence to each section
7. Raising clarification points where necessary

Only once this stage is complete should drafting begin.

For organisations assessing their internal bid capability, it can also be useful to consider deciding whether to manage bids in-house or outsource as part of a wider strategy review.

Why Writing Plans Matter

Writing plans are not administrative paperwork. They are the stage at which alignment, evidence and differentiation are defined.

Without structured planning, drafting becomes exploratory and reactive. With it, responses are deliberate, compliant and strategically aligned to scoring criteria.

For organisations seeking to improve win rates, reviewing how writing plans are developed internally is often the most effective starting point.

At WeBid Consult, structured planning underpins every submission we support. It ensures responses are aligned to evaluation criteria, grounded in evidence and tailored to each opportunity.