The RFP is arguably the backbone of your procurement function, but even experienced teams can stumble. Here are the most common pitfalls procurement teams make time and time again, why they matter, and practical tips to steer clear of them:
1. A confused view of the procurement role
Many procurement teams inadvertently blur their gatekeeper role with the evaluator role, inserting themselves into decision-making rather than strictly managing the process.
Solution: At your internal kick-off meeting, agree on a clear RACI chart that separates procurement’s duties (process owner, facilitator) from the evaluation panel’s remit (scoring, recommendation). Define the panel and circulate its membership in advance to ensure transparency.
2. Issuing an RFP with an unclear scope of services
An RFP without a well-defined scope leaves bidders guessing, resulting in proposals that are unhelpful or incomparable.
Solution: Work with risk-management, legal and end-users to map out precisely which services you need - and which you don’t. Build a concise scope of work section that describes outcomes, deliverables and any mandatory standards (e.g. SLAs, compliance requirements). Spend time making this crystal clear for your suppliers - you’ll be glad of it later.
3. Relying on unclear or imbalanced evaluation criteria
When evaluation metrics aren’t laid out or are weighted disproportionately towards price, the results can favour a low-cost but unqualified provider.
Solution: Define and share your criteria: list technical capability, experience, innovation, service-levels and price, assigning each a clear point value on your score-sheet.
Seek balance: ensure that non-price factors - such as industry expertise or creative risk-mitigation - carry enough weight to influence the outcome.
4. Overly tight timelines
Issuing an RFP with an unrealistic turnaround undermines your ability to see bidders’ best thinking - or even to meet legal procurement windows.
Solution: Plan at least six months before contract renewal. Allow no fewer than 30 days from the RFP launch to the deadline for questions and bid submission.
5. Treating the RFP as a mere formality
Some teams issue an RFP purely to satisfy a rule or to oust an incumbent, without genuine interest in fresh ideas. This breeds bias and discourages high-quality responses.
Solution: Engage stakeholders in exploring process improvements - could a request-for-information (RFI) or a competitive dialogue yield better innovation?
If you do need to replace a supplier, flag performance issues early, track them via regular scorecards and then build your RFP around the lessons learned.
6. Overly-strict disqualification rules
Excessive precision - where a single typo or formatting lapse leads to automatic disqualification - can exclude otherwise excellent proposals.
Solution: Focus disqualification on critical compliance failures (e.g. missed mandatory forms or evidence of conflict of interest) rather than on minor errors. Clearly state which omissions are fatal to a bid and which can be clarified after submission.
Final thought:
A good RFP is transparent, balanced and focused on outcomes. Invest time up-front in clarifying roles, defining scope and setting fair evaluation criteria - and you’ll unlock stronger competition, better innovation and ultimately a more successful partnership.
Interested in learning more about RFP best practices?
This article draws from the playbook “Why RFPs are STILL the Backbone of Procurement” by Tom Mills, procurement expert and founder of the Procurebites newsletter.
The full guide explores how to build RFPs that align with business strategy, avoid common pitfalls, and scale with consistency and quality. It also covers how digital tools, including AI, can streamline admin and unlock actionable insights from supplier data.
If you're looking to strengthen your RFP approach, you can download the full playbook here.
