Why Every Partnership Tender Needs an MOA | Lessons on Successful Tender Collaborations

🤝 A Hard Lesson on Partnership Tenders: Why Every Collaboration Needs an MOA

By [Chieneye Ejike] — From personal experience

A few years ago, I partnered with another company to submit a promising tender. The opportunity was exciting, deadlines were tight, and both teams were eager to get started. In the rush to meet submission timelines, we skipped what seemed like “formalities” at the time — including signing a Memorandum of Agreement (MOA).

That turned out to be a costly mistake.

When Good Intentions Aren’t Enough

At first, everything went smoothly. We divided the work informally, trusting that everyone would deliver their part. But as we moved deeper into the process, the cracks began to show.

Questions started coming up:

• Who was responsible for which parts of the technical documentation?
• How were we sharing costs and profits?
• Who had the final say on design changes or submission approvals?

Without a clear agreement, even small misunderstandings became major points of friction. Each party had different expectations, and it became obvious that verbal agreements were not enough in a structured tendering process.

The Turning Point

That experience taught me one of the most valuable lessons in partnership tendering: always formalize your collaboration through an MOA before any documents are submitted.

An MOA isn’t just paperwork — it’s the foundation of a transparent and accountable partnership. It ensures that both sides understand their roles and responsibilities from day one.

What a Good MOA Should Cover

• Roles and Scope of Work: Define who is handling what — from technical input to project management and communication.
• Financial Commitments: Specify cost-sharing, payment terms, and financial responsibilities.
• Ownership of Deliverables: Clarify who owns what in terms of documents, designs, and intellectual property.
• Decision-Making Processes: Identify who has the authority to make final calls, approve submissions, or sign off on changes.
• Dispute Resolution: Include a process for resolving conflicts if they arise.

Why It Matters

Having these terms agreed upon upfront does more than prevent disputes — it builds trust. Each partner knows exactly where they stand and what is expected of them. It also strengthens your credibility with clients, showing that your team operates with professionalism and structure.

Since that experience, I’ve made it a rule in every partnership: no joint bid without a signed MOA. It’s not about mistrust — it’s about protecting the partnership, the opportunity, and the integrity of the project.

In tendering, clarity is not optional. It’s the difference between a smooth collaboration and a stressful one.

Have you ever faced challenges in a partnership tender? I’d love to hear your thoughts or lessons learned. Reach out at you@example.com.