An RFQ for furnished apartments should make offers comparable without forcing every provider into an unsuitable commercial model. The objective is to describe the accommodation and service outcome precisely enough that exclusions become visible before the organisation commits.
An RFQ for furnished apartments should make offers comparable without forcing every provider into an unsuitable commercial model. The objective is to describe the accommodation and service outcome precisely enough that exclusions become visible before the organisation commits.
State the location requirement, stay dates, number of occupants and apartment configuration. Describe essential furnishing and service requirements explicitly. “Fully furnished” does not tell a supplier whether the employee needs a work surface, kitchen equipment, linen changes or an internet connection suitable for the intended work.
Ask for the actual offered building, the unit-confirmation process and the assumptions behind the price. If the supplier cannot identify a unit before confirmation, require it to describe the standard it commits to and the limits on substitution. Give all bidders the same deadline and the same clarification information.
Request separate treatment of accommodation charges, included services, optional services, deposits, administrative charges and charges that depend on use or events. Ask bidders to identify applicable taxes and the basis of their calculation rather than assuming the same tax treatment for every arrangement.
Require a statement of what happens if dates change. Include extension pricing, early departure, cancellation and any difference between a provisional hold and a confirmed booking. The organisation should have the proposed agreement assessed alongside the pricing response; a spreadsheet does not override the contract.
Use questions that require a defined response: how an occupant enters after hours, how an urgent maintenance issue is reported, who can approve a relocation and how checkout discrepancies are resolved. Ask the supplier to distinguish its own responsibilities from those of building management or a separate operator.
Avoid requiring a particular response time merely because it appeared in an unrelated contract. Set service requirements according to the consequence of failure, then ask candidates to explain whether they can meet them and what resources support the commitment.
Prepare an exception log for missing information and departures from the requirement. Clarify material differences with the relevant bidders and retain the answers. If the requirement changes, give affected suppliers the same revised brief.
For example, one offer may include utility consumption while another applies a usage allowance. Neither total should be presented as directly comparable until the team understands the allowance and the consequences of exceeding it. The final recommendation should identify the assumptions that could change the expected cost, together with the operational reasons for selecting the provider.
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