Software tenders in Lithuania.

The first thing to read is the gap between value and typical deal size. The market shows EUR 64.0M in announced value, but the average sits far above the median, which means a small number of large procurements are pulling the market upward. That changes the strategy.

You are not looking at a smooth flow of similar opportunities. You are looking at a market with a few sharp peaks and a much wider base of ordinary procurement. The winners in this market do not win because every tender is large.

They win because they know which pockets of demand can support their economics. That is the real signal. Demand is also broad, not centralized.

It comes from public buyers with very different rhythms: procurement hubs, state companies, health institutions, universities, regulators, and specialist agencies. Each of them buys software and packages for its own operational logic, not for the market as a whole. That means the smarter move is to map where your solution matches a recurring buying pattern, then follow that pattern across buyers.

The question is not who issued the biggest notice this month. The question is which buyers keep coming back with the kind of need you can serve. That is where a supplier builds a durable pipeline.

Value is concentrated at the top, but the market is not closed. The top winners hold most of the awarded value, yet 64% of winners took only one contract, which is a clear sign that newcomers still break in. That creates a competitive market, but not a locked one.

If you can align price, scope, and proof of delivery with the right buyers, you can enter without needing a dominant installed base. The winners are concentrated, but the door is still open for suppliers that choose the right segment and stay disciplined. That is the opening.