Accounts Payable Tenders

This Request for Quotation (RFQ 003 2026) from Atlantis Special Economic Zone (ASEZCO) is for the annual license renewal and support for Sage 300 and Business Process Management (BPM) workflow systems for a period of 24 months. Bidders are required to submit quotations for specific Sage 300 and BPM licenses, as well as Sage 300 support services. Additionally, bidders are requested to provide advisory input on value-adding Sage 300 and BPM modules. Bids will be evaluated using an 80/20 preference points system, with 80 points for price and 20 points for BBBEE status. Minimum requirements include a valid quotation, registration on the Central Supplier Database (CSD) with active status, and a completed WCBD4 form. Late or incomplete quotations will not be considered. The closing date for bid submission is 04 May 2026 at 14:00.

All approved accounts are payable within 30 days. Dispatch media cannot be held responsible for late or non-delivery of the newspaper due to unforeseen circumstances. All queries must be in the form of an email, and no queries will be entertained 5 working days before the closing date.

Bidders are invited to submit a bid for sourcing a service provider for an invoice to pay solution. The closing date for submissions is 27 February 2026. A compulsory briefing session is scheduled for 13 February 2026. Clarifications must be submitted via email to ***@***. *. * must be submitted electronically. The evaluation process includes administrative responsiveness, functional criteria, and price. The project duration is expected to be for three 3 years post implementation. Implementation is estimated to be a maximum of 9 months. The award will be based on the most successful tenderer in terms of technical criteria, bee and competitive price offer. Bidders must submit proof of registration with national treasury central supplier database csd summary report or a valid and active tax compliance status pin issued by sars for tax compliance status verification. A change management plan must be defined, documented, and communicated with the affected staff and will include the following components: vendor responsibility: i. leadership alignment: empower leaders in the business with the resources and content messaging to enable them to guide the organisation through the i2p implementation ii. stakeholder engagement: identify and analyse key stakeholders, map their influence and impact, and establish tailored engagement strategies for i2p iii. communications: develop a comprehensive communication plan, using different channels to ensure consistent messaging and support for the i2p initiative iv. change agent network: use the established change agent network to encourage buy in of the i2p initiative cascade messaging facilitates twoway communication v. business readiness: assess change readiness to determine the organisations preparedness for adoption. use the insights to identify any inhibiting indicators and create a targeted intervention plan to enhance business readiness and mitigate risks vi. change impact assessment: assess the impact of the changes to each stakeholder group across the people, process and system dimensions. use the insights from the assessment to create mitigation strategies for major impacts vii. postgolive support: monitor adoption levels, provide clear communication and accessible support to ensure a sustained change. The postgolive support should last for a minimum of 3 to 6 months. This period allows for: stabilization: addressing any immediate issues that arise after the system is implemented. user training: providing ongoing support as users become familiar with the new system. system optimization: finetuning the system based on user feedback and operational needs. transition to selfsupport : gradually transitioning users to a selfsupport model, ensuring they have the resources and knowledge to handle minor issues independently, example building out an faq specific to dbsa. provide user support in a prompt and timely fashion to assist with any queries or concerns with regards to the new system have an implementation strategy with timelines and milestones to ensure an easy transition to the new software viii. provide detailed training material to streamline the onboarding process for new users of the software

Bidders are invited to submit a bid for sourcing a service provider for an invoice to pay solution. The closing date for submissions is 27 February 2026. A compulsory briefing session is scheduled for 13 February 2026. Clarifications must be submitted via email to ***@***. *. * must be submitted electronically. The evaluation process includes administrative responsiveness, functional criteria, and price. The project duration is expected to be for three 3 years post implementation. Implementation is estimated to be a maximum of 9 months. The award will be based on the most successful tenderer in terms of technical criteria, bee and competitive price offer. Bidders must submit proof of registration with national treasury central supplier database csd summary report or a valid and active tax compliance status pin issued by sars for tax compliance status verification. A change management plan must be defined, documented, and communicated with the affected staff and will include the following components: vendor responsibility: i. leadership alignment: empower leaders in the business with the resources and content messaging to enable them to guide the organisation through the i2p implementation ii. stakeholder engagement: identify and analyse key stakeholders, map their influence and impact, and establish tailored engagement strategies for i2p iii. communications: develop a comprehensive communication plan, using different channels to ensure consistent messaging and support for the i2p initiative iv. change agent network: use the established change agent network to encourage buy in of the i2p initiative cascade messaging facilitates twoway communication v. business readiness: assess change readiness to determine the organisations preparedness for adoption. use the insights to identify any inhibiting indicators and create a targeted intervention plan to enhance business readiness and mitigate risks vi. change impact assessment: assess the impact of the changes to each stakeholder group across the people, process and system dimensions. use the insights from the assessment to create mitigation strategies for major impacts vii. postgolive support: monitor adoption levels, provide clear communication and accessible support to ensure a sustained change. The postgolive support should last for a minimum of 3 to 6 months. This period allows for: stabilization: addressing any immediate issues that arise after the system is implemented. user training: providing ongoing support as users become familiar with the new system. system optimization: finetuning the system based on user feedback and operational needs. transition to selfsupport : gradually transitioning users to a selfsupport model, ensuring they have the resources and knowledge to handle minor issues independently, example building out an faq specific to dbsa. provide user support in a prompt and timely fashion to assist with any queries or concerns with regards to the new system have an implementation strategy with timelines and milestones to ensure an easy transition to the new software viii. provide detailed training material to streamline the onboarding process for new users of the software