A facility management tender is a filter. Written well, it attracts partners capable of delivering. Written poorly, it attracts bidders whose principal skill is winning tenders. Specify outcomes alongside inputs. A tender that requests 'forty housekeeping personnel' invites a bid for forty personnel. A tender that specifies forty personnel and defines expected cleaning frequencies, response times, quality audit thresholds and escalation timelines invites a bid for a service. Publish the site reality honestly. Square footage, occupancy, operating hours, number of washrooms, floor types, special areas and known problem spots. Bidders who discover a 24x7 operation after award will either renegotiate or underdeliver. Set a technical qualification threshold before opening commercials. Relevant experience at comparable scale, statutory registrations, PF and ESIC compliance history, financial turnover and attrition data. A two-envelope process where technically unqualified bidders cannot compete on price alone changes the quality of the field entirely. Define the SLA with measurable thresholds and defined consequences. 'Clean washrooms' is not measurable. 'Washroom audit score of 85% or above on a published checklist, measured fortnightly by joint inspection' is. State the transition expectations explicitly. Handover period, parallel running, asset verification, SOP co-authoring and documentation deliverables. Finally, include an exit clause with notice periods and handover obligations. Contracts are easier to enter than to leave, and the exit terms are negotiated most honestly before the relationship begins.