> ## Documentation Index
> Fetch the complete documentation index at: https://docs.mibyanai.com/llms.txt
> Use this file to discover all available pages before exploring further.

# Go / No-Go assessment

> Decide whether to pursue a tender using fit, evidence, qualification, commercial viability, and risk

A **Go / No-Go** decision determines whether the company should invest time and cost in a bid. Tender helps organize evidence, scoring, and gaps, but it does not replace the judgment of an authorized human decision-maker.

## Decision dimensions

| Dimension              | Questions to ask                                                                              |
| ---------------------- | --------------------------------------------------------------------------------------------- |
| Strategic fit          | Is the sector, buyer, and scope aligned with company priorities?                              |
| Qualification          | Can registration, classification, certificates, and experience be proven before the deadline? |
| Technical capacity     | Are the team, technology, suppliers, and delivery window available?                           |
| Commercial viability   | Are expected margin, cash flow, payment terms, and guarantees acceptable?                     |
| Legal risk             | Are liability, insurance, warranty, or contractual obligations acceptable?                    |
| Probability of success | Do we have differentiation, credible evidence, and enough time?                               |
| Cost of bidding        | Are document fees, bid effort, and bond requirements justified?                               |

## Scores and blockers

A score helps compare opportunities. A **blocker** stops the decision even when the score is high. Examples include a mandatory certificate that cannot be obtained in time, an unacceptable term without an approved exception, unavailable guarantee capacity, a conflict of interest, or an unrealistic delivery or bid deadline.

<Info>
  Distinguish between missing information and non-compliance. Missing information needs an owner and due date. Non-compliance needs remediation, an authorized exception, or a No-Go decision.
</Info>

## Decision workflow

<Steps>
  <Step title="Verify the source and documents">
    Do not assess an opportunity whose core facts or latest documents are still uncertain.
  </Step>

  <Step title="Review fit and evidence">
    Confirm that each score is supported by company data, tender text, or a documented assumption.
  </Step>

  <Step title="Resolve addressable gaps">
    Assign an owner and date for each question, document, partner, or clarification.
  </Step>

  <Step title="Record blockers and exceptions">
    State the impact and the person authorized to approve an exception.
  </Step>

  <Step title="Record the recommendation">
    Choose Go or No-Go with a concise, reviewable rationale.
  </Step>

  <Step title="Request approval">
    Route the decision to Approvals when required by company policy.
  </Step>
</Steps>

## Write a useful rationale

**Good Go rationale:** “High technical fit, three evidenced similar projects, required classification available, and expected margin within the approved range. Finance must still approve the bid bond.”

**Good No-Go rationale:** “Mandatory OEM authorization cannot be obtained before closing, and no approved partner can satisfy the condition.”

Avoid rationales such as “looks good” or “not suitable.” They are not actionable or auditable.

<Warning>
  AI-generated recommendations can be incomplete or wrong. Review the official tender documents, company evidence, and approval authority before committing resources or money.
</Warning>

<Card title="Next: build the proposal" icon="file-signature" horizontal href="/tender/proposals">
  Use the approved Go decision and reviewed requirements to prepare technical and commercial responses.
</Card>