# Procurement Management Plan: [Project name]

> Plan for buying the goods and services the project needs: make-or-buy
> analysis, procurement items, contract types, sourcing and weighted
> evaluation criteria, timeline, supplier management, risks and approvals.
> Based on common project management practice. This is a planning format,
> not legal or procurement advice: follow your organisation's procurement
> policy and applicable public procurement law. Replace every `[bracketed]`
> value and every row marked *Example*.

<!--
Guidance: How to use this template
- Start early: procurement lead times often sit on the critical path.
- Involve procurement, legal and finance before approaching suppliers; your
  organisation's policy and thresholds take precedence over this template.
- Fix evaluation criteria and weights before receiving bids, and do not change them
  afterwards. This protects fairness and auditability.
- Keep commercial information confidential and store it in the restricted folder.
-->

| Field | Value |
|---|---|
| Document ID | [PP-PROJECT-001] |
| Project | [Project name] |
| Version | [0.1] |
| Owner | [@project-manager] |
| Procurement lead | [@procurement] |
| Approved by | [@sponsor, @head-of-procurement] |
| Classification | [Confidential] |
| Last updated | YYYY-MM-DD |

## 1. Scope and policy

<!-- Guidance: State what this plan covers and which policies and thresholds apply. -->

This plan covers all external goods and services bought for [Project name] with an estimated total value of [amount]. Procurement follows [organisation procurement policy, version] and, where applicable, [public procurement regulation]. Purchases below [threshold] use the simplified purchase-order process and are not listed individually.

## 2. Make-or-buy analysis

<!-- Guidance: Compare building in-house with buying, on cost, time, capability, risk and strategic fit. Record the decision and rationale. -->

Each candidate item was assessed for in-house delivery against external sourcing.

| Item | Make: cost and time | Buy: cost and time | Capability in-house | Strategic consideration | Decision |
|---|---|---|---|---|---|
| *Example:* Onboarding front end | 260,000 EUR, 7 months | 140,000 EUR fixed price, 5 months | Limited (2 front-end developers, both committed) | Not a differentiating capability | Buy |
| *Example:* Identity verification | 400,000 EUR, 12 months | 0.80 EUR per check, available now | None | Regulated, specialist service | Buy (subscription) |
| *Example:* Process design | 8,400 EUR, 2 months | 30,000 EUR, 2 months | Strong | Core business knowledge | Make |
| [Item] | [Make] | [Buy] | [Capability] | [Strategic] | [Decision] |

## 3. Procurement items

<!-- Guidance: List every planned procurement with estimate, method and owner. -->

The following items will be procured.

| ID | Item | Estimated value | Procurement method | Contract type | Needed by | Owner |
|---|---|---|---|---|---|---|
| PRC-01 | *Example:* Front-end implementation services | 140,000 EUR | Competitive tender (3 to 5 bidders) | Fixed price with milestones | YYYY-MM-DD | [@procurement] |
| PRC-02 | *Example:* Identity verification service | 48,000 EUR per year | Framework call-off | Unit price, 3 years | YYYY-MM-DD | [@procurement] |
| PRC-03 | *Example:* Accessibility audit | 8,000 EUR | Three quotes | Fixed price | YYYY-MM-DD | [@pm] |
| [PRC-nn] | [Item] | [Value] | [Method] | [Type] | YYYY-MM-DD | [@owner] |

## 4. Contract types

<!-- Guidance: Choose the type that puts risk with the party best able to manage it. Fixed price needs a stable scope. -->

The project uses the contract types below, chosen according to how well the scope is defined.

| Contract type | When used | Risk to buyer | Controls |
|---|---|---|---|
| Fixed price | Scope is stable and well specified | Low cost risk; change requests can be expensive | Clear acceptance criteria, milestone payments |
| Time and materials | Scope is uncertain or exploratory | High cost risk | Not-to-exceed cap, weekly timesheet review |
| Unit price | Repeatable units (transactions, licences) | Volume risk | Volume bands, monthly reporting |
| Cost plus fee | Rare; specialist work with unknown scope | Highest cost risk | Audit rights, incentive fee |

## 5. Sourcing and evaluation

<!-- Guidance: Define pass/fail requirements first, then weighted criteria. Weights add up to 100%. Publish criteria to bidders where policy requires. -->

Suppliers are first checked against mandatory requirements, then scored on weighted criteria.

Mandatory requirements (pass or fail): [registration and financial standing, data processing in the EU, ISO/IEC 27001 certification or equivalent, acceptance of standard terms].

| Criterion | Weight | What is assessed |
|---|---|---|
| Solution fit | 30% | Coverage of requirements, quality of proposed approach |
| Price | 25% | Total cost over contract term |
| Delivery capability | 20% | Named team experience, references, plan realism |
| Security and data protection | 15% | Controls, certifications, incident history |
| Commercial terms | 10% | Warranty, liability, exit support |

Each criterion is scored 0 to 5 by at least three evaluators independently and averaged. The weighted score is:

$$S = \sum_{i=1}^{n} w_i \cdot s_i, \qquad \sum_{i=1}^{n} w_i = 1$$

| Supplier | Fit (30%) | Price (25%) | Delivery (20%) | Security (15%) | Terms (10%) | Weighted score |
|---|---|---|---|---|---|---|
| *Example:* Supplier A | 4.3 | 3.5 | 4.0 | 4.5 | 3.0 | 3.94 |
| *Example:* Supplier B | 3.7 | 4.5 | 3.3 | 4.0 | 4.0 | 3.90 |
| [Supplier] | [s] | [s] | [s] | [s] | [s] | [S] |

## 6. Timeline

<!-- Guidance: Work backwards from the "needed by" date. Include internal approval steps, which are often the longest. -->

The procurement timeline for the main tender is shown below.

```mermaid
gantt
  title Front-end implementation tender
  dateFormat YYYY-MM-DD
  Requirements and tender pack   :p1, 2027-01-04, 15d
  Tender open                    :p2, after p1, 20d
  Evaluation and clarifications  :p3, after p2, 10d
  Approval and award             :p4, after p3, 7d
  Standstill and contract signing :p5, after p4, 10d
  Contract signed                :milestone, after p5, 0d
```

| Step | Date | Responsible |
|---|---|---|
| Tender issued | YYYY-MM-DD | [@procurement] |
| Bids due | YYYY-MM-DD | Suppliers |
| Award decision | YYYY-MM-DD | [@sponsor] |
| Contract signed | YYYY-MM-DD | [@legal] |

## 7. Supplier management

<!-- Guidance: Define how suppliers are managed after signing: meetings, performance measures, acceptance and payment. -->

Each contract has a named contract manager who runs performance reviews and approves acceptance before payment.

| Supplier | Contract manager | Performance measures | Review frequency | Acceptance and payment |
|---|---|---|---|---|
| *Example:* Front-end vendor | [@pm] | Milestones on time, defect rate in UAT, named staff retained | Weekly progress, monthly performance | Payment per milestone after signed acceptance |
| *Example:* Identity service | [@tech-lead] | Availability 99.9%, response p95 under 1.5 s | Monthly | Monthly invoice against usage report |
| [Supplier] | [@name] | [Measures] | [Frequency] | [Terms] |

## 8. Procurement risks

<!-- Guidance: Capture risks specific to buying, and record them in the RAID log too. -->

Procurement-specific risks:

| ID | Risk | Score | Response | Owner |
|---|---|---|---|---|
| RSK-020 | *Example:* Too few compliant bids, forcing re-tender and 6-week delay | 9 | Market sounding before tender; invite 6 suppliers | [@procurement] |
| RSK-021 | *Example:* Supplier lock-in through proprietary components | 8 | Require source code escrow and exit assistance clause | [@legal] |
| [ID] | [Risk] | [n] | [Response] | [@owner] |

## 9. Approvals and authority

<!-- Guidance: State who can approve what. Align with the delegation of authority. -->

Procurement decisions are approved according to value.

| Value | Approves award | Signs contract |
|---|---|---|
| Below [10,000 EUR] | Project manager | Procurement lead |
| [10,000 to 100,000 EUR] | Sponsor | Head of procurement |
| Above [100,000 EUR] | Steering committee | [Chief financial officer] |

## 10. Contract closure

<!-- Guidance: Plan how contracts are closed: final acceptance, open claims, return of assets, supplier evaluation. -->

At contract end the contract manager confirms final acceptance of deliverables, settles open claims and invoices, ensures return or deletion of project data and assets, and records a supplier performance evaluation for future sourcing decisions.

## Standard and licence note

Based on common project management practice for procurement planning,
make-or-buy analysis and weighted supplier evaluation. This template is a
planning format, not legal or procurement advice, and is original text
written for this collection. Template licence: MIT.