When it comes to sourcing projects, especially complex ones, the Request for Proposal (RFP) process has been a traditional tool for organizations to gather information, compare bids, and make decisions. But is it the best approach for every scenario? Let’s explore the argument that the “classic RFP” is overrated for complex sourcing projects, while also considering the counterargument that the RFP can still be effective when applied properly.
The Case Against RFPs in Complex Sourcing
RFPs work well for commoditized goods and services where requirements are clearly defined, and the scope is unlikely to change. For example, sourcing for cleaning services, preventive maintenance, or standard training programs typically follows a predictable path. Since buyers are familiar with the scope and specifications of these services, they can easily evaluate bids based on quality and price.
However, this structured approach starts to fall apart when applied to more complex sourcing projects. In cases like software implementation, large-scale renovations, or capital expenditure (CAPEX) projects, the requirements are often difficult to define and likely to evolve over time. Here’s why relying solely on an RFP can be problematic in such cases:
- Information Asymmetry Works Against You: RFPs are designed to create information asymmetry, where buyers use their knowledge to drive innovation and lower prices. In commoditized sourcing, this makes sense because buyers are experts in what they’re purchasing. But for complex goods and services, the expertise lies with the vendors, not the buyers. This shifts the power dynamic. The bidders—who are the real experts—know more about the project’s complexities, and it becomes difficult for the buyer to accurately evaluate proposals.
- Scope Creep and Unforeseen Changes: Complex projects often involve shifting requirements, making it nearly impossible to define everything upfront in an RFP. Vendors might underbid or oversimplify their proposals to win the project, only to increase prices later once they have secured the contract. This isn’t due to malicious intent but rather a natural consequence of the RFP process, where vendors are incentivized to get their "foot in the door" with a low bid, knowing that change orders will follow.
- Why Mega Projects Fail: Research suggests that 92% of megaprojects fail to meet their initial timelines or cost estimates, or both. The RFP process can contribute to this failure because the initial scope often doesn’t account for the real complexities of the project. When vendors submit bids based on incomplete or shifting requirements, the chances of project failure increase.
- The RFP Isn’t the Only Tool: Sourcing is an art, and the RFP is just one tool in the toolkit. When it comes to complex projects, other sourcing strategies—like a more collaborative approach, early vendor engagement, or a two-stage bidding process—can yield better results by allowing for flexibility and ongoing dialogue as the project evolves.
The Counterargument: RFPs Are Not Inherently Flawed
Despite these criticisms, the RFP process itself is not inherently broken. The problem, some argue, lies in how it is applied. Here’s the other side of the argument:
- Market Engagement Can Happen First: Just because you're issuing an RFP doesn't mean you can't engage the market beforehand. Organizations can and should perform market research before drafting the RFP, speaking to vendors and experts to gain a better understanding of the complexities involved. By gathering insights early on, buyers can write better, more informed RFPs that reflect the true scope of the project.
- Expert Assistance: One of Bent Flyvbjerg’s top recommendations for embarking on complex projects is to bring in experts. Even if the buyer isn’t an expert in the goods or services they’re sourcing, they can hire external expertise to help guide the process. An RFP doesn’t mean going it alone. With the right expert involvement, organizations can ensure they are asking the right questions and properly evaluating responses.
- RFPs Can Be a Learning Process: A well-structured RFP process doesn’t have to be static. It can be iterative, where vendors submit preliminary bids that lead to further clarification, discussions, and refinements. This way, both parties can learn from each other, and the RFP becomes more than just a price comparison tool—it evolves into a dynamic process for discovering the best solution.
- Good Processes Lead to Good Outcomes: RFPs are often unfairly maligned. The issue isn't with the RFP itself but with how it's executed. A poorly designed RFP process will naturally lead to poor outcomes, but that doesn't mean RFPs can't work for complex projects. With early engagement, expert help, and a focus on learning and evaluating, RFPs can still be an effective way to source even the most complex goods and services.
What’s the Alternative?
For those who argue that the classic RFP is overrated, the question becomes: what’s the alternative? One suggestion is to use more flexible sourcing strategies, such as:
- Negotiated Procurement: Rather than issuing a formal RFP, organizations can engage in direct negotiations with potential vendors, allowing for real-time discussions about changing requirements and project complexities.
- Prequalification and Competitive Dialogue: This approach involves a two-stage process where vendors are first prequalified based on expertise and capabilities. Then, during the second stage, buyers can have a more open dialogue with the prequalified vendors to refine requirements and solutions before submitting final bids.
- Agile or Modular Sourcing: For projects that are particularly complex or subject to change, an agile approach can work better. By breaking the project into smaller, more manageable modules, buyers and vendors can collaborate on each phase, allowing for adjustments as new information becomes available.
Finding the Right Approach for Complex Sourcing: RFPs or Alternatives?
In the debate over whether the RFP is overrated for complex sourcing projects, both sides have valid points. On the one hand, the RFP process can lead to suboptimal outcomes when applied to complex projects with uncertain requirements. The information asymmetry and rigidity of the process often lead to cost overruns and missed timelines. On the other hand, when properly structured, with expert assistance and a learning-focused approach, the RFP can still be a powerful tool for sourcing even the most complex projects.
The key takeaway? RFPs should be viewed as one tool among many, and organizations need to evaluate whether it’s the best fit for the specific sourcing challenge at hand. Flexibility, early market engagement, and expertise are essential to navigating complex sourcing successfully.