should be used to supplement independent research and fill in gaps where information is not available. More specifically, the questions you include in your RFI document should be developed based on your understanding of the market after independent research has been completed. It is a mistake to make the RFI generic and all‐encompassing. At best, this results in generic and all‐encompassing responses, or general copied and pasted marketing content, which does not necessarily help you develop strategies or aid in the decision‐making process. At worst, you will scare away viable suppliers who do not believe there is a real opportunity that warrants the effort of replying.
Consider Your Format
A second common mistake is assuming that an RFI must be a written, formalized document. In fact, asking a few informal questions in an e‐mail or over the phone might make more sense at this stage. In some cases, having suppliers come in to present their service offerings and asking key questions at that time might be the best approach. We discuss this strategy in greater detail in Chapter 4.
The format of your RFI depends largely on two factors—the process suppliers in the category typically prefer and current market conditions and timing factors. If a product or service is in high demand and suppliers have many requests from existing and new customers, taking the time to provide you with a thorough written response can cause delays in acquiring the information you need, if the supplier is willing to participate at all. Conversely, it is rare that a supplier would decline an invitation to meet face‐to‐face or over the phone to discuss their offering.
Always Start with a Phone Call
If you decide on a written format, do not initiate the RFI by sending it via e‐mail. Once suppliers are identified, make voice contact with them before sending the document. Explain what you are trying to accomplish and get a feel for the way they would approach engaging in further discussions. If most of the suppliers with whom you speak recommend delivering a presentation, you may want to include that as a next step.
In Chapter 9, “What Not To Do,” we outline in more detail why it is critical to reach out to suppliers via the phone, and why sending e‐mails to “[email protected]” or “[email protected]” typically does not yield positive results.
Important Considerations for Properly Designing an RFI
While the main purpose of an RFI is to fill in the gaps in your independent research, you can also use the process to begin establishing a working rapport with potential suppliers. Important considerations in this regard include the following:
The first interaction with each potential supplier should take place over the phone. Engaging in casual conversations with the supply base opens the lines of communication and suppliers will be pleased to have some personal interactions with a prospective customer. During these phone calls, make suppliers aware of the incoming RFI, then inquire as to the approach they wish to take in responding to this request.
Giving suppliers the option to respond to the RFI in their chosen format allows them to feel most comfortable and, in turn, deliver the best results. A few points should be remembered:Consistency is not needed in the RFI format, just in the questions being asked.When you initially contact a supplier's representative, they may want to jump right into the RFI. Be prepared.Expect the format chosen by suppliers during the RFI process to be similar to the one preferred for the RFP and RFQ processes.Some suppliers may be willing to pay you a visit to present their offerings face‐to‐face and have open dialogues concerning the goals for the initiative.
Ask specific questions in the RFI. In earlier phases, you have already developed an understanding of the spend category you're sourcing. The RFI should expand that understanding, not just legitimize it. Therefore, the questions you ask should be geared toward discovering this new information. Questions that are too general usually only produce information that has already been gathered.
RFI results and independent research are not interchangeable. The purpose of an RFI is to fill in the missing pieces of your initial results.
In some cases, an informal phone conversation may be the best method to get the message across about your organization's needs. The supplier may give some insight into its ability to compete for the business. This could save both of you some time if you determine it is not a good fit. Alternatively, the conversation may help you drive better savings later on if the company suggests that they very badly want to win your business. An effective way to prequalify this situation is to ask suppliers three key questions:
1 What do you need from us in order to succeed in a mutual, long‐lasting engagement?
2 What would be the ideal result of forming a relationship with my organization?
3 How can you help us distinguish ourselves from our competition?
Through asking these questions, you can get a sense of whether or not conversations should continue.
Bypassing the RFI
Sometimes an RFI isn't necessary. As long as an exhaustive, in‐depth Research phase has taken place, your organization may be able to bypass the process.
Most importantly, try to avoid developing this mind‐set: “It wouldn't hurt to issue an RFI.” Issuing an unneeded RFI is inefficient and does not help you find the quickest path to savings. Furthermore, it is important to be considerate and respectful of a potential supplier's time and effort. Suppliers may have a sincere interest in working with you, but overwhelming them with unnecessary requests may cause them to lose that interest. Remember to use the RFI process to begin establishing a good working rapport with potential suppliers rather than scaring them away.
IN SUMMARY
Depending on the types of products or services you purchase, you may find suppliers' offerings to be fairly generic. In addition, independent research may have uncovered everything you need to know about the suppliers. If this is the case, an RFI may not be necessary. Regardless of how you have collected your market intelligence, once you have acquired it, you are ready to develop your final sourcing strategy.
The final sourcing strategy identifies the cost savings opportunities you believe are available in the marketplace and details the steps you'll take to capitalize on those opportunities. This might include requesting quotes from a group of suppliers, asking for full proposals that detail alternative technologies or processes, or bypassing alternatives altogether and requesting unit‐cost concessions from your incumbent supplier.
Not all markets lend themselves well to an RFP process, and not all suppliers respond favorably to a direct negotiation, but your research should determine which approach or approaches have the most merit. Regardless of the final strategy, the likelihood is that you are now ready to engage in the next phase of the Strategic Sourcing process—the RFx (or “bid”) phase, which often features all three forms of the RFx process.
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