A tender is rarely only a request for a response. It is also a record of how an organisation is thinking about risk, capability, and change.
Start with the decision
Before extracting requirements, ask what decision the buyer is preparing to make. This gives the document a centre of gravity and helps separate material evidence from procedural noise.
Build a question map
Group the brief around the questions a proposal must answer: what problem matters, what evidence counts, what constraints are real, and what would make the work credible.
The strongest proposals do not merely repeat the tender. They show that the team understands the decision behind it.