Most SMEs assume that hiring a strong vendor is enough.
It isn’t.
From an EDG perspective, vendor capability is only part of the equation.
Assessors are equally—if not more—concerned with your internal capability.
EDG is not just funding a project.
It is supporting:
If the company lacks internal capability, a key question arises:
“What happens after the project ends?”
If the answer is unclear, approval confidence drops.
Common mistakes include:
These make the project look externally driven—and therefore risky.
When evaluating internal capability, case officers assess:
1. Team involvement
Is there a clear internal team responsible?
2. Role clarity
Do team members have defined responsibilities?
3. Knowledge transfer plan
Will capabilities be retained after the project?
4. Execution ownership
Is the company actively driving the project?
5. Sustainability
Can the company continue independently post-project?
To strengthen your application:
1. Define internal roles clearly
Show who is responsible for what.
2. Highlight existing strengths
Demonstrate relevant experience or capability.
3. Show active involvement
Position the team as engaged—not passive.
4. Include knowledge transfer elements
Explain how learning will be retained.
5. Link to long-term capability building
Show how the project strengthens the business beyond completion.
A project that depends entirely on a vendor is seen as:
A project that builds internal capability is seen as:
That difference directly impacts approval.
If your EDG application relies heavily on external vendors, it is worth reviewing how internal capability is positioned.
We help companies structure applications to demonstrate strong internal ownership and long-term capability building.
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