Procurement Management Plan Template

Make-or-buy analysis, procurement items, contract types, weighted supplier evaluation, timeline, supplier management, approvals

项目管理标准procurement plan math更新于 2026年10月20日

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使用方法: Use early in planning, because procurement lead times often sit on the critical path. Fill make-or-buy and procurement items first, then fix evaluation weights before bids arrive. Main pitfall: changing criteria after seeing bids. Planning format, not legal advice.

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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.

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

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

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

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

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

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

The procurement timeline for the main tender is shown below.

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

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

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

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

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.