Savoir-Faire Methodology

You won't find "Savoir-Faire Methodology" in Canada's official Supply Manual. Despite being referenced in some procurement circles as a specific evaluation approach, this term doesn't appear in Treasury Board policies or PSPC guidance documents. What people typically mean when they use this phrase is a two-stage evaluation process that assesses organizational capability first, then personnel qualifications second—but that's not how Canadian federal procurement actually describes or structures these evaluations.

How It Works

The concept behind what some call "savoir-faire" evaluation exists in Canadian procurement. Just not under that name. When you're setting up a supply arrangement or evaluating professional services bids, you can establish mandatory criteria that assess past performance and organizational experience separately from individual resource qualifications. The Assessor Guidance for Supply Arrangement Requirements makes clear that mandatory technical requirements must be evaluated on a simple yes/no basis—no sliding scales, no partial credit.

In practice, this means you might ask bidders to demonstrate their organization has successfully delivered similar projects in the past three years, providing specific examples and deliverables. That's your organizational capability check. Then, separately, you evaluate whether proposed personnel meet mandatory qualifications through their resumes or certifications. The Office of the Procurement Ombudsman notes that suppliers can be pre-qualified "using a more generic qualification standard" for standing offers—essentially evaluating company credentials before specific work packages emerge.

Here's the catch: Canadian procurement doesn't formally separate these evaluation stages the way the "savoir-faire" label suggests. You're still working within the standard evaluation framework—mandatory criteria that must be met, and potentially point-rated criteria if you're doing a competitive process. Whether you're asking about corporate experience or individual qualifications, you're applying the same evaluation principles outlined in the Supply Manual and Treasury Board Contracting Policy.

Key Considerations

• Don't use terminology in your solicitation documents that isn't recognized in official Canadian procurement policy. If you reference "savoir-faire methodology" in a solicitation, bidders may be confused about what evaluation approach you're actually applying.

• For procurements under $40,000, you still need proper documentation—your statement of work, evaluation categories, and mandatory criteria—regardless of whether you're evaluating organizational or individual qualifications first.

• Minimum bid response times apply to all competitive processes. If you're asking for detailed past performance examples plus personnel qualifications, make sure you're giving bidders adequate time to prepare comprehensive responses.

• Past performance evaluation requires concrete evidence. Asking bidders to demonstrate organizational capability means specifying what documentation you'll accept: project summaries, client references, deliverable samples, or contract values.

Related Terms

Mandatory Criteria, Comprehensive Evaluation Plan (CEP), Supply Arrangement

Sources

• Supply Manual - Public Services and Procurement Canada

• Assessor Guidance for Supply Arrangement Requirements

• Chapter 5: Methods of Supply - Office of the Procurement Ombudsman

If you're designing an evaluation plan that separates organizational and personnel qualifications, build it using recognized Canadian procurement structures and terminology. The approach may be sound, but the label won't help you.