apex-procurement-plan

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Procurement Planning & Make-or-Buy Analysis

采购规划与Make-or-Buy分析

TL;DR: Produces a procurement management plan including make-or-buy decisions for each work package, RFP templates, vendor evaluation criteria, contract type recommendations (FFP, T&M, CPFF), and procurement timeline aligned with the project schedule.

TL;DR：生成采购管理计划，包括每个工作包的make-or-buy决策、RFP模板、供应商评估标准、合同类型推荐（FFP、T&M、CPFF），以及与项目进度对齐的采购时间表。

Principio Rector

指导原则

Cada decisión de comprar vs. construir debe justificarse con análisis de capacidad interna, costo total de propiedad, y riesgo. La procurement no es solo "compras" — es gestión estratégica de la cadena de suministro del proyecto. El contrato correcto alinea incentivos; el contrato equivocado crea adversarios.

每一项外购vs自制的决策都必须通过内部能力分析、总拥有成本分析和风险分析来证明合理性。采购不仅仅是“购买”——它是项目供应链的战略管理。合适的合同能协调各方激励机制；不合适的合同则会制造对立关系。

Assumptions & Limits

假设与限制

Assumes approved WBS with identifiable work packages for make-or-buy evaluation [SUPUESTO]
Assumes organizational procurement policies and approved vendor lists are accessible [SUPUESTO]
Breaks if procurement lead times exceed schedule buffer — procurement timeline must be validated against critical path [SCHEDULE]
Scope limited to project procurement planning; enterprise procurement strategy is out of scope [PLAN]
Does not execute procurement — produces decision-support documents and templates [PLAN]
Contract values and vendor pricing are estimates; final negotiation is a separate process [SUPUESTO]

假设已批准的WBS包含可识别的工作包，用于make-or-buy评估 [假设]
假设可获取组织采购政策和已批准的供应商名单 [假设]
若采购前置时间超过进度缓冲，则无法生效——采购时间表必须对照关键路径进行验证 [进度]
范围仅限于项目采购规划；企业采购战略不在范围内 [规划]
不执行采购操作——仅生成决策支持文档和模板 [规划]
合同价值和供应商定价为估算值；最终谈判是独立流程 [假设]

Usage

使用方法

bash

/pm:procurement-plan $PROJECT_NAME --scope=full
/pm:procurement-plan $PROJECT_NAME --scope=make-or-buy --packages=all
/pm:procurement-plan $PROJECT_NAME --scope=rfp --vendor-count=3 --contract-type=t-and-m

Parameters:

Parameter	Required	Description
`$PROJECT_NAME`	Yes	Target project identifier
`--scope`	No	`full` / `make-or-buy` / `rfp` / `vendor-eval` (default: `full` )
`--packages`	No	`all` / comma-separated work package IDs
`--vendor-count`	No	Number of vendors to evaluate
`--contract-type`	No	`ffp` / `t-and-m` / `cpff` / `auto` (default: `auto` )

bash

/pm:procurement-plan $PROJECT_NAME --scope=full
/pm:procurement-plan $PROJECT_NAME --scope=make-or-buy --packages=all
/pm:procurement-plan $PROJECT_NAME --scope=rfp --vendor-count=3 --contract-type=t-and-m

参数说明：

参数	是否必填	描述
`$PROJECT_NAME`	是	目标项目标识符
`--scope`	否	`full` / `make-or-buy` / `rfp` / `vendor-eval` （默认值： `full` ）
`--packages`	否	`all` / 逗号分隔的工作包ID
`--vendor-count`	否	待评估的供应商数量
`--contract-type`	否	`ffp` / `t-and-m` / `cpff` / `auto` （默认值： `auto` ）

Service Type Routing

服务类型路由

{TIPO_PROYECTO}

variants:

Agile: Time-and-materials contracts with vendor teams; incremental delivery acceptance; collaborative vendor partnerships
Waterfall: Fixed-price contracts with formal SOW; sealed-bid procurement; stage-gate vendor deliverable acceptance
SAFe: Lean-Agile procurement with vendor PI participation; capacity-based contracts aligned to ART cadence
Hybrid: Mixed contract types — fixed scope for predictable components, T&M for iterative workstreams
Portfolio: Master service agreements across multiple projects; strategic vendor management and volume leverage
Transformation: Change management vendor selection; consulting partner evaluation for organizational readiness

{TIPO_PROYECTO}

变体：

敏捷项目：与供应商团队签订工料合同（Time-and-materials）；增量交付验收；协作式供应商合作关系
瀑布项目：带正式SOW的固定价格合同；密封投标采购；阶段门控式供应商交付物验收
SAFe项目：供应商参与PI的精益敏捷采购；与ART节奏对齐的基于产能的合同
混合项目：混合合同类型——可预测组件采用固定范围合同，迭代工作流采用工料合同
项目组合：跨多个项目的主服务协议；战略供应商管理和批量杠杆效应
转型项目：变更管理供应商选择；针对组织就绪度的咨询合作伙伴评估

Before Planning Procurement

采购规划前准备

Read approved
```
scope-wbs
```
— identify work packages requiring external resources [PLAN]
Glob
```
*resource*
```
and
```
*skills-gap*
```
— confirm internal capability gaps driving procurement need [PLAN]
Read organizational procurement policies — understand approval thresholds and required process [PLAN]
Read
```
schedule-baseline
```
— align procurement timeline with critical path [SCHEDULE]

阅读已批准的
```
scope-wbs
```
——识别需要外部资源的工作包 [规划]
查看
```
*resource*
```
和
```
*skills-gap*
```
文档——确认驱动采购需求的内部能力缺口 [规划]
阅读组织采购政策——了解审批阈值和要求流程 [规划]
阅读
```
schedule-baseline
```
——使采购时间表与关键路径对齐 [进度]

Entrada (Input Requirements)

输入要求

Approved WBS and resource plan
Budget baseline with cost categories
Organizational procurement policies
Approved vendor list (if exists)
Skills gap analysis from resource planning

已批准的WBS和资源计划
带成本类别的预算基准
组织采购政策
已批准的供应商名单（若存在）
资源规划得出的技能缺口分析

Proceso (Protocol)

流程

Identify procurement needs — Review WBS for work packages requiring external resources
Make-or-buy analysis — Evaluate internal capability vs. external procurement per item
Select contract types — Recommend FFP, T&M, or CPFF based on scope certainty and risk
Define evaluation criteria — Establish weighted criteria (technical, cost, experience, risk)
Draft RFP template — Create standardized RFP with SOW, evaluation criteria, and terms
Plan procurement timeline — Align procurement activities with project schedule
Risk assessment — Identify procurement-specific risks (vendor lock-in, supply chain, quality)
Define governance — Establish contract management and performance monitoring approach

识别采购需求——审查WBS，找出需要外部资源的工作包
Make-or-Buy分析——针对每个项目项评估内部能力vs外部采购的优劣
选择合同类型——根据范围确定性和风险推荐FFP、T&M或CPFF合同
定义评估标准——建立加权标准（技术、成本、经验、风险）
起草RFP模板——创建包含SOW、评估标准和条款的标准化RFP
规划采购时间表——使采购活动与项目进度对齐
风险评估——识别采购特定风险（供应商锁定、供应链、质量）
定义治理机制——建立合同管理和绩效监控方法

Edge Cases

边缘情况

Single vendor dependency for critical path items — Document concentration risk; recommend dual-vendor strategy or pre-negotiated backup vendor agreement.
Procurement lead time exceeds schedule buffer — Fast-track procurement process; consider sole-source with justification; adjust schedule to accommodate.
No qualified vendors for specialized needs — Expand geographic search; consider capability building (build vs. buy shifts); document risk of limited vendor pool.
Contract value exceeds organizational threshold — Route through executive approval; prepare additional justification documentation; plan for extended approval timeline.

关键路径项目依赖单一供应商——记录集中度风险；推荐双供应商策略或预先协商的备用供应商协议。
采购前置时间超过进度缓冲——加速采购流程；考虑提供理由的单一来源采购；调整进度以适配。
专业需求无合格供应商——扩大地域搜索范围；考虑能力建设（转为自制）；记录供应商池有限的风险。
合同价值超出组织阈值——提交高管审批；准备额外的理由文档；规划延长的审批时间表。

Example: Good vs Bad

示例：优秀vs糟糕的采购计划

Good Procurement Plan:

Attribute	Value
Make-or-buy matrix	12 work packages analyzed: 4 buy, 2 build, 6 no procurement needed [PLAN]
Contract types	FFP for infra (certain scope), T&M for development (evolving scope) [PLAN]
Evaluation criteria	5 weighted criteria with rubrics per procurement item [METRIC]
RFP template	Standardized with SOW, evaluation scorecard, and contract terms [PLAN]
Timeline	Procurement start 6 weeks before critical path need; aligned with schedule [SCHEDULE]

Bad Procurement Plan: "We need to hire a vendor for the development work." — No make-or-buy analysis, no contract type recommendation, no evaluation criteria, no timeline. Procurement proceeds ad-hoc with whatever vendor is available.

优秀的采购计划：

属性	内容
Make-or-Buy矩阵	分析12个工作包：4个外购，2个自制，6个无需采购 [规划]
合同类型	基础设施采用FFP（范围确定），开发采用T&M（范围演进） [规划]
评估标准	针对每个采购项的5项加权标准及评分细则 [指标]
RFP模板	标准化模板，包含SOW、评估计分卡和合同条款 [规划]
时间表	采购在关键路径需求前6周启动；与进度对齐 [进度]

糟糕的采购计划： “我们需要为开发工作聘请供应商。”——无Make-or-Buy分析，无合同类型推荐，无评估标准，无时间表。采购随意进行，选择可用的任何供应商。

Salida (Deliverables)

交付物

```
01_procurement_plan_{proyecto}_{WIP}.md
```
— Procurement management plan
Make-or-buy decision matrix with justification
RFP template with evaluation scorecard
Procurement timeline aligned with project schedule
Contract type recommendations per procurement item

```
01_procurement_plan_{proyecto}_{WIP}.md
```
—— 采购管理计划
带理由说明的Make-or-Buy决策矩阵
带评估计分卡的RFP模板
与项目进度对齐的采购时间表
针对每个采购项的合同类型推荐

Validation Gate

验证关口

Escalation Triggers

升级触发条件

Single vendor dependency for critical path items
Procurement lead time exceeds schedule buffer
No qualified vendors for specialized needs
Contract value exceeds organizational approval threshold

关键路径项目依赖单一供应商
采购前置时间超过进度缓冲
专业需求无合格供应商
合同价值超出组织审批阈值

Additional Resources

额外资源

Resource	When to Read	Location
Body of Knowledge	When applying PMBOK procurement management	`references/body-of-knowledge.md`
State of the Art	When implementing Lean-Agile procurement practices	`references/state-of-the-art.md`
Knowledge Graph	When mapping procurement to pipeline planning phases	`references/knowledge-graph.mmd`
Use Case Prompts	When generating procurement plans for specific contract types	`prompts/use-case-prompts.md`
Metaprompts	When adapting procurement for non-standard sourcing	`prompts/metaprompts.md`
Sample Output	When reviewing expected procurement plan quality	`examples/sample-output.md`

资源	阅读时机	位置
知识体系	应用PMBOK采购管理时	`references/body-of-knowledge.md`
前沿实践	实施精益敏捷采购实践时	`references/state-of-the-art.md`
知识图谱	将采购映射到管道规划阶段时	`references/knowledge-graph.mmd`
用例提示	针对特定合同类型生成采购计划时	`prompts/use-case-prompts.md`
元提示	为非标准寻源调整采购流程时	`prompts/metaprompts.md`
示例输出	审查预期采购计划质量时	`examples/sample-output.md`

Output Configuration

输出配置

Language: Spanish (Latin American, business register)
Evidence: [PLAN], [SCHEDULE], [METRIC], [INFERENCIA], [SUPUESTO], [STAKEHOLDER]
Branding: #2563EB royal blue, #F59E0B amber (NEVER green), #0F172A dark

语言：西班牙语（拉美商务语体）
证据标记：[PLAN], [SCHEDULE], [METRIC], [INFERENCIA], [SUPUESTO], [STAKEHOLDER]
品牌色：#2563EB 宝蓝色, #F59E0B 琥珀色（禁用绿色）, #0F172A 深灰色

Sub-Agents

子代理

Contract Administrator

Contract Administrator（合同管理员）

Contract Administrator Agent

Contract Administrator Agent（合同管理员代理）

Core Responsibility

核心职责

Plan the complete contract administration lifecycle: from contract execution through performance monitoring, deliverable acceptance, payment management, change orders, dispute resolution, and contract closure.

规划完整的合同管理生命周期：从合同执行到绩效监控、交付物验收、付款管理、变更订单、争议解决和合同收尾。

Process

流程

Design Payment Schedule. Structure payment milestones aligned with deliverable acceptance: advance, progress payments, milestone payments, and retention/holdback amounts.
Define Acceptance Criteria. Establish specific, measurable acceptance criteria for each contractual deliverable with testing/review procedures and responsible reviewers.
Plan Performance Monitoring. Design vendor performance monitoring: SLA tracking, quality metrics, timeliness metrics, and communication responsiveness with reporting frequency.
Establish Change Order Process. Define process for contract modifications: change request form, impact analysis, approval authority, and baseline update procedure.
Design Dispute Resolution. Create tiered dispute resolution: informal resolution (PM level), formal escalation (steering level), mediation, and contractual remedies.
Plan Contract Closure. Define contract closure checklist: final deliverable acceptance, performance review, final payment, warranty/support transition, and lessons learned.
Produce Administration Plan. Deliver complete contract administration plan with payment schedule, acceptance procedures, monitoring framework, and dispute resolution.

设计付款计划：构建与交付物验收对齐的付款里程碑：预付款、进度款、里程碑付款和保留金金额。
定义验收标准：为每个合同交付物建立具体、可衡量的验收标准，包含测试/审查流程和负责审查人员。
规划绩效监控：设计供应商绩效监控方案：SLA跟踪、质量指标、及时性指标和沟通响应度，明确报告频率。
建立变更订单流程：定义合同修改流程：变更请求表单、影响分析、审批权限和基准更新程序。
设计争议解决机制：创建分层争议解决流程：非正式解决（项目经理层面）、正式升级（指导委员会层面）、调解和合同救济措施。
规划合同收尾：定义合同收尾清单：最终交付物验收、绩效评审、最终付款、保修/支持过渡和经验总结。
生成管理计划：交付完整的合同管理计划，包含付款计划、验收流程、监控框架和争议解决机制。

Output Format

输出格式

Payment Milestone Table — Milestone, Deliverable, Amount, Acceptance Criteria, Approval Authority.
Performance Scorecard Template — SLA metrics, quality measures, and RAG thresholds for vendor reporting.
Contract Administration Checklist — Phase-by-phase administration activities from execution to closure.

付款里程碑表 —— 里程碑、交付物、金额、验收标准、审批权限。
绩效计分卡模板 —— SLA指标、质量衡量标准和供应商报告的RAG阈值。
合同管理清单 —— 从执行到收尾的分阶段管理活动清单。

Make Buy Analyzer

Make Buy Analyzer（自制外购分析器）

Make-Buy Analyzer

Make-Buy Analyzer（自制外购分析器）

Core Responsibility

核心职责

The Make-Buy Analyzer systematically evaluates every project component, work package, and deliverable to determine whether internal execution or external procurement delivers superior value. It applies quantitative cost modeling alongside qualitative assessments of organizational capability, schedule impact, intellectual property considerations, and long-term strategic alignment to produce defensible sourcing recommendations that minimize total cost of ownership while preserving competitive advantage.

Make-Buy Analyzer系统地评估每个项目组件、工作包和交付物，以确定内部执行或外部采购能带来更高价值。它应用定量成本建模，结合对组织能力、进度影响、知识产权考量和长期战略对齐的定性评估，生成有依据的寻源建议，在最小化总拥有成本的同时保持竞争优势。

Process

流程

Inventory all project components, work packages, and deliverables that are candidates for external procurement, categorizing each by domain, complexity, and criticality.
Estimate internal production costs including labor, tooling, infrastructure, opportunity cost, and learning curve for each candidate component.
Benchmark external market pricing through vendor research, historical contract data, and analogous project references to establish realistic buy-side cost baselines.
Assess organizational capability gaps by mapping required competencies against current team skills, available capacity, and technology readiness levels.
Evaluate strategic factors including intellectual property retention, core competency protection, vendor dependency risks, and long-term maintenance implications.
Score each component using a weighted decision matrix that balances cost differential, schedule impact, quality risk, strategic value, and flexibility.
Recommend make-or-buy disposition for each component with confidence levels, sensitivity analysis on key assumptions, and escalation flags for borderline decisions.

盘点所有可能进行外部采购的项目组件、工作包和交付物，按领域、复杂性和关键性分类。
估算内部生产成本，包括每个候选组件的人工、工具、基础设施、机会成本和学习曲线成本。
基准对比外部市场定价，通过供应商调研、历史合同数据和类似项目参考，建立现实的外购成本基准。
评估组织能力缺口，将所需能力与当前团队技能、可用产能和技术就绪水平进行映射。
评估战略因素，包括知识产权保留、核心能力保护、供应商依赖风险和长期维护影响。
评分每个组件，使用加权决策矩阵平衡成本差异、进度影响、质量风险、战略价值和灵活性。
推荐每个组件的自制/外购处置方案，包含置信度、关键假设的敏感性分析，以及边界决策的升级标记。

Output Format

输出格式

Decision Matrix Table: Component | Make Cost | Buy Cost | Capability Gap | Strategic Score | Recommendation | Confidence
Executive Summary: Top-line make-vs-buy split with total cost comparison and risk-adjusted savings
Detailed Analysis Cards: One per component with full scoring rationale, assumptions, and sensitivity ranges
Risk Register Addendum: Procurement-specific risks identified during analysis with proposed mitigations

决策矩阵表：组件 | 自制成本 | 外购成本 | 能力缺口 | 战略得分 | 推荐方案 | 置信度
执行摘要：自制vs外购的总体拆分，包含总成本对比和风险调整后的节省金额
详细分析卡片：每个组件对应一张卡片，包含完整评分依据、假设和敏感性范围
风险登记册附录：分析过程中识别的采购特定风险及建议缓解措施

Procurement Strategy Designer

Procurement Strategy Designer（采购战略设计师）

Procurement Strategy Designer

Procurement Strategy Designer（采购战略设计师）

Core Responsibility

核心职责

The Procurement Strategy Designer translates make-vs-buy decisions into a comprehensive procurement strategy that defines how each external acquisition will be sourced, contracted, and scheduled. It selects optimal contract types based on scope certainty and risk appetite, determines single-vendor versus multi-vendor sourcing approaches, establishes procurement milestones synchronized with the project schedule, and ensures alignment with organizational procurement policies, compliance requirements, and budget cycle constraints.

Procurement Strategy Designer将自制vs外购决策转化为全面的采购战略，定义每个外部采购的寻源、签约和排期方式。它根据范围确定性和风险偏好选择最优合同类型，确定单一供应商vs多供应商寻源方法，建立与项目进度同步的采购里程碑，并确保符合组织采购政策、合规要求和预算周期约束。

Process

流程

Classify each procurement item by complexity, value tier, scope certainty, and market availability to determine the appropriate procurement pathway (direct award, competitive bid, framework agreement).
Select the optimal contract type for each procurement — fixed-price for well-defined scope, time-and-materials for exploratory work, cost-plus for high-uncertainty deliverables — documenting the rationale and risk allocation.
Design the sourcing approach per item: sole-source with justification, single-vendor competitive, or multi-vendor competitive; define vendor pool size targets and prequalification criteria.
Sequence procurement activities against the project schedule, identifying long-lead items, critical-path dependencies, and parallel procurement opportunities to minimize schedule risk.
Define evaluation frameworks for each procurement including technical scoring criteria, commercial evaluation methodology, reference check protocols, and weighted scoring models.
Establish governance checkpoints including procurement approval thresholds, delegation of authority levels, protest/challenge procedures, and compliance verification gates.
Consolidate the strategy into a procurement management plan with timeline, responsibility matrix, budget allocation by procurement, and contingency reserves for procurement delays.

分类每个采购项，按复杂性、价值层级、范围确定性和市场可用性确定合适的采购路径（直接授予、竞争性投标、框架协议）。
选择每个采购项的最优合同类型——范围明确的采用固定价格合同，探索性工作采用工料合同，高不确定性交付物采用成本加成合同——记录理由和风险分配。
设计每个采购项的寻源方法：提供理由的单一来源、单一供应商竞争性采购或多供应商竞争性采购；定义供应商池规模目标和预审标准。
排序采购活动与项目进度的对应关系，识别长周期项目项、关键路径依赖和并行采购机会，以最小化进度风险。
定义每个采购项的评估框架，包括技术评分标准、商业评估方法、参考核查协议和加权评分模型。
建立治理检查点，包括采购审批阈值、授权委托级别、异议/申诉程序和合规验证关口。
整合战略到采购管理计划中，包含时间表、职责矩阵、按采购项分配的预算，以及采购延迟的应急储备。

Output Format

输出格式

Procurement Strategy Summary: One-page overview with total procurement count, value distribution, contract type mix, and timeline span
Contract Type Matrix: Procurement Item | Contract Type | Rationale | Risk Owner | Estimated Value | Schedule Window
Sourcing Plan: Approach per item with vendor pool strategy, prequalification criteria, and competition level
Procurement Timeline: Gantt-aligned view showing RFP release, evaluation, award, and mobilization milestones per procurement
Governance Framework: Approval thresholds, escalation paths, and compliance checkpoints

采购战略摘要：单页概述，包含总采购数量、价值分布、合同类型组合和时间跨度
合同类型矩阵：采购项 | 合同类型 | 理由 | 风险负责人 | 估算价值 | 时间窗口
寻源计划：每个采购项的方法，包含供应商池策略、预审标准和竞争程度
采购时间表：与甘特图对齐的视图，显示每个采购项的RFP发布、评估、授予和动员里程碑
治理框架：审批阈值、升级路径和合规检查点

Rfp Builder

Rfp Builder（RFP生成器）

RFP Builder

RFP Builder（RFP生成器）

Core Responsibility

核心职责

The RFP Builder transforms procurement strategy decisions into professional, comprehensive solicitation documents that clearly communicate project requirements, evaluation methodology, and submission expectations to prospective vendors. It produces RFPs for service-heavy procurements and RFQs for commodity or well-specified items, ensuring each document contains unambiguous scope definitions, measurable acceptance criteria, fair and transparent evaluation weightings, and legally sound terms that protect the buyer while attracting quality vendor responses.

RFP Builder将采购战略决策转化为专业、全面的招标文档，向潜在供应商清晰传达项目要求、评估方法和提交期望。它为服务类采购生成RFP，为大宗商品或规格明确的项目生成RFQ，确保每份文档包含明确的范围定义、可衡量的验收标准、公平透明的评估权重，以及保护买方同时吸引优质供应商响应的合法条款。

Process

流程

Extract requirements from project documentation, work breakdown structure, and technical specifications, organizing them into mandatory (must-have), desirable (scored), and informational (context) categories.
Structure the solicitation document with standard sections: background and objectives, scope of work, technical requirements, commercial requirements, submission instructions, evaluation criteria, and contractual terms.
Define evaluation criteria with explicit weightings — typically technical approach (30-40%), team qualifications (15-25%), past performance (10-20%), commercial terms (20-30%) — calibrated to procurement priorities.
Specify the submission format including page limits, required attachments (resumes, references, financial statements), pricing breakdown templates, and compliance checklists to ensure comparable proposals.
Draft the evaluation process: receipt and compliance screening, independent technical scoring, commercial normalization, consensus scoring sessions, shortlist and oral presentations, best-and-final-offer round if applicable.
Incorporate contractual scaffolding including draft terms and conditions, service level agreements, intellectual property clauses, data protection requirements, and insurance minimums.
Validate the complete document against organizational procurement standards, legal review requirements, fairness principles, and accessibility guidelines before release authorization.

提取项目文档、工作分解结构和技术规范中的需求，将其分为强制性（必备）、期望性（计分）和信息性（背景）类别。
构建招标文档结构，包含标准章节：背景与目标、工作范围、技术要求、商业要求、提交说明、评估标准和合同条款。
定义评估标准及明确权重——通常技术方案占30-40%、团队资质占15-25%、过往绩效占10-20%、商业条款占20-30%——根据采购优先级调整。
指定提交格式，包括页数限制、所需附件（简历、参考资料、财务报表）、定价细分模板和合规清单，确保提案具有可比性。
起草评估流程：接收与合规筛选、独立技术评分、商业标准化、共识评分会议、入围和口头演示，必要时进行最终最佳报价轮次。
纳入合同框架，包括草案条款和条件、服务水平协议、知识产权条款、数据保护要求和最低保险额度。
验证完整文档是否符合组织采购标准、法律审查要求、公平原则和可访问性指南，然后获得发布授权。

Output Format

输出格式

RFP/RFQ Document: Complete solicitation document with all sections, appendices, and submission templates
Evaluation Scorecard Template: Criteria | Weight | Rating Scale | Scoring Guidance | Evaluator Field
Vendor Communication Plan: Q&A timeline, pre-proposal conference agenda, amendment process, and contact protocols
Compliance Checklist: Mandatory requirements checklist for screening vendor submissions before detailed evaluation

RFP/RFQ文档：包含所有章节、附录和提交模板的完整招标文档
评估计分卡模板：标准 | 权重 | 评分尺度 | 评分指南 | 评估者字段
供应商沟通计划：问答时间表、提案前会议议程、修订流程和联系协议
合规清单：供应商提交文件详细评估前的强制性要求筛选清单