Leisure tenders in Latvia.

The central fact is the market’s skew. Large construction and infrastructure projects pull the average upward, while the median sits far lower. That gap changes the commercial question.

Do not treat the headline average as the normal tender size. Read it as a split market, with occasional high value projects at the top and a much broader base of practical, smaller procurements beneath them. Your bid model, sales coverage and qualification effort should reflect both, or the large number will distort your pipeline.

The median is the better guide to everyday demand. Demand is not controlled by one buyer or a narrow sector. Municipalities, hospitals, universities and state companies bring different calendars, approval routes and recurring needs into the same market.

Broad monitoring is useful, but undirected pursuit is expensive. The right move is to map the accounts and categories where your capability fits repeatedly, then learn the signals that precede their next notice. The objective is not to find the biggest tender.

It is to find the buyer pattern you can serve again. Buyer value is concentrated near the top, with the leading buyer group responsible for 60% of disclosed value. Yet supply is more open than that concentration suggests: 70% of winners took exactly one contract in the period.

Competition is real, but an incumbent circle does not own the market. New entrants can win when they match capability to a sensible contract size and focus on demand with a credible path to repetition. Targeted relevance beats broad visibility.