How to Write an RFP: A Filled Example with Mandatory Criteria and a Scoring Sheet

What an RFP decides and how it differs from a brief

An RFP defines what suppliers should propose and how the buyer will compare their responses. A creative or commissioning brief explains the audience, problem, and intended change. A requirements document makes necessary behavior and acceptance conditions traceable. These purposes can be connected without forcing every detail into one document.

Some buyers define detailed requirements before seeking proposals. Others use a supplier’s expertise to develop them further. Do not assume requirements can only be defined after contracting, or that an RFP must exclude detail. Explain confirmed constraints, the areas open to proposals, and the decisions to be made jointly after selection.

The RFP discussion in IPA’s practical introduction to requirements definition supports organizing the buyer’s objectives and needs and comparing responses to a common request. The budgets, scores, and quantities below are fictional inputs, not standards prescribed by that source.

State context, scope, constraints, and open questions

Before distribution, separate current facts, observed problems, business goals, and operating constraints. “Increase inquiries” does not explain whether copy, forms, traffic acquisition, or all three are included. Attach the current page inventory, operating responsibilities, and available materials. Mark unknowns explicitly rather than disguising them as fixed assumptions.

Scope includes more than pages and features. State whether copywriting, photography, translation, migration, measurement checks, launch work, and operational handover are included. Give client-supplied items an owner and expected date. Ask suppliers to explain alternatives and cost or timing consequences if those inputs arrive late.

Classify conditions as mandatory, preferred, or optional. If an existing platform is required, explain the contractual or integration reason. Treating a technology preference as mandatory can exclude suitable options; concealing a real constraint wastes time on proposals that cannot be used. Set the submission window and shortlist size using investigation needs, proposal depth, and evaluation capacity rather than a universal page count or number of weeks. Publish question dates, answer dates, submission instructions, the contact, and the intended decision process together.

A filled RFP and vendor response example

This example concerns a fictional company’s 30-page Japanese website. Its JPY 3,000,000 initial budget ceiling is an internal example, not a market-price recommendation. Compare initial prices excluding tax and request recurring charges separately.

A yes/no “supported” field is rarely enough. Request the proposed approach, assumptions, exclusions, evidence, and verification date. For source handover, identify files, third-party licenses, usage rights, and any subcontractor restrictions. Ownership and permission to use an asset are different questions. Likewise, “loads within three seconds” needs a metric, device, network, data, environment, and method. If these are undecided, request proposed test conditions and schedule their agreement rather than presenting an ambiguous number as a fixed acceptance criterion.

Separate mandatory checks from weighted scores

Mandatory checks establish eligibility. Weighted scores help compare the proposals that meet those conditions. A high total must not silently offset failure of a mandatory requirement. Agree the method before reading proposals. If a condition changes, issue the same revised information to all candidates.

Scores range from 1 to 5 and weights total 100. Weighted total = sum of (score ÷ 5 × weight). A scores 4/5×40 + 3/5×25 + 4/5×25 + 4/5×10 = 75. B scores 3/5×40 + 5/5×25 + 3/5×25 + 4/5×10 = 72. A is not automatically selected because it ranks first; B is not confirmed while evidence remains outstanding.

With scores in B2:E2 and weights in B1:E1, an Excel calculation is =SUMPRODUCT(B2:E2,$B$1:$E$1)/5. Keep mandatory status in a separate field. Record an unanswered item as unverified, or define its scoring treatment in advance; do not quietly turn missing evidence into zero.

Microsoft’s SUMPRODUCT documentation explains the calculation syntax. The function does not establish suitable weights or decide supplier eligibility.

Compare answers and keep shared questions visible

Number questions and retain the answer, affected requirement, revision, and response date. Share answers about common conditions with all candidates while keeping supplier confidential information appropriately restricted. If an important premise changes, issue a revision and explain any effect on submission dates.

Have reviewers record scores and reasons independently before discussing differences. Check whether a high mark reflects evidence and a workable plan, rather than presentation quality alone. When a presentation contradicts a written response, obtain a consistent written answer before relying on it.

Record the decision and hand off confirmed requirements

Record the selection rationale, mandatory-check results, cost assumptions, remaining conditions, owners, and dates. Where an unresolved issue is material, define a conditional next step or defer ordering. A ranking alone cannot explain later changes to scope or budget.

Identify the versions of the RFP, response, shared answers, revised quote, and requirements list used for the decision. The parties should confirm their relationship to contract documents and any order of precedence. Assign unresolved requirements a decision owner and date; document names alone do not establish contractual responsibility. Carry agreed quality, timing, and communication arrangements into delivery management. Communicate results to unsuccessful candidates using the stated process, and improve future response fields using the gaps revealed during this selection.

For the next step, use Requirements Document Template: Examples, Acceptance Criteria, and Change Log; How to Write a Creative Brief: A Filled Example for the Problem, Audience, and Budget; Vendor Management: A Practical Review of Decisions, Quality, and Delivery.