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The strength of the relationship that THALES forges and maintains with each of its customers is largely dependent upon the dynamism and professionalism of the bid and programme management teams.Responding to an invitation to tender, or spontaneously proposing solutions to a customer's requirement, and managing a programme effectively after a contract has been awarded, are major undertakings that follow complex processes and draw on all the Group's resources, competencies and imagination.

In the bid phase, the company seeking to win the contract, or be appointed as the prime contractor for a major programme, draws up a technical, industrial and commercial proposal. In THALES' case, the bid manager mobilises teams and experts from inside the Group - particularly in the fields of system engineering, product development, customer support and services, and supply chain management - as well as outside partners, suppliers and co-contractors.
After negotiations with the customer, if the unit's bid has been successful, the contract notification gives detailed definitions of all the materials, equipment and systems to be produced and/or the level and quality of services to be provided.

The next phase, contract execution, needs to be conducted by the program manager to the satisfaction of the ordering party and the end user, in line with all contractual commitments on performance, price, delivery time and compliance, and under optimum conditions of profitability for the unit and the Group. The bid and execution phases are consecutive in normal programmes. In larger programmes, however, these phases take place concurrently, with new bids and new contract adding a further degree of complexity to the overall process.

The keys to success in this area, and the challenges facing THALES bid and programme management teams, are the ability to develop the highest levels of customer confidence and satisfaction, rigorous implementation of efficient processes and tools by internal and external players, working as far as possible as an integrated team, the quality and transparency of their relations, and the capacity to manage contract risk in the medium and longer terms.

To manage the different phases and activities, Generalist Managers covering all bid and programme management operations direct bid management teams, programme management teams, contract management teams and support teams.

One typical career path within this generic job family would involve starting out in Research and Development, or in Services and Support, then moving into programme management or contract management, then into bid management, and then into a Generalist Management position.