Cases connected to Step 4 of the sourcing process.

The case is designed to help buyers-in-training practice how to:

1. Define a long list of potential suppliers,
2. Identify what information to collect via an RFI (Request for Information), and
3. Evaluate suppliers to create a short list eligible to receive an RFQ/RFP/RFS.

Each case includes background and scenario details, industry context, and the specific sourcing focus. The course Sourcing Process 2a is supported by this case. Also visit the section “Mastering RFI process….” for more learnings about RFI.

Deliverables for All Groups

Each group will:

1. Define a relevant long list of potential suppliers (names if known)
2. Design the RFI structure, identifying what info to collect under:
   • Company information
   • Product/services details
   • Acceptance of pre-conditions
3. Propose a clear shortlist criteria and select the 3–6 most suitable suppliers for the RFQ/RFP stage

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Case 1: Logistics Services at NorthGear Outdoor Equipment

Background
NorthGear is preparing to re-source its third-party logistics (3PL) services across Scandinavia and Central Europe. The scope includes warehousing, order fulfillment, and regional distribution for both retail and e-commerce channels. With their current supplier’s contract expiring soon, the team needs to find new qualified logistics providers that can scale with their growth and handle peak-season volume.

Assignment Focus
Your task is to define a long list of potential 3PL providers and design the RFI content needed to:

• Understand each supplier’s operational capacity and geographic reach
• Evaluate IT integration capabilities (e.g., API compatibility, WMS/ERP systems)
• Confirm acceptance of NorthGear’s logistics KPIs and sustainability standards

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 2: IT Hardware at EduCity University

Background
EduCity University is sourcing new laptop and monitor suppliers to support its hybrid learning initiative. The IT team wants to ensure compatibility with campus infrastructure and support greener technology sourcing.

Assignment Focus
Define a long list of IT hardware vendors (including both manufacturers and resellers) and draft an RFI that collects:

• Company profile: authorized reseller status, support network, financial stability
• Product offering: certified device models, sustainability certifications (e.g. TCO Certified)
• Pre-conditions: agreement to EduCity’s IT security policy and student data protection standards

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 3: Printed Marketing Material at FashionFix

Background
FashionFix is professionalizing the sourcing of its printed marketing materials. The team wants to identify reliable and high-quality print partners across Northern Europe that can deliver short-run, fast-turnaround campaign materials.

Assignment Focus
Build a long list of creative print houses and large-scale print suppliers. Use the RFI to collect:

• Supplier profile: previous experience with retail marketing campaigns, references
• Product/services: capabilities in color matching, variable data printing, eco-friendly paper options
• Pre-conditions: alignment with brand confidentiality policies and code of conduct

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 4: Cleaning Services at AstraMed Pharmaceuticals

Background
AstraMed’s central procurement team is evaluating cleaning service providers to create a standardized sourcing model for labs and GMP environments across four countries.

Assignment Focus
Create a long list of facility service companies with pharmaceutical/life sciences experience. The RFI should capture:

• Company profile: ISO certifications, regional coverage, experience with GMP
• Service offering: scope of cleaning services, specialized sanitization methods
• Pre-conditions: willingness to undergo audits, acceptance of AstraMed’s safety protocols

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 5: Office Furniture at NordicBank

Background
NordicBank is looking for a furniture supplier capable of delivering ergonomic office solutions for multiple regional hubs. Focus is on scalability, design consistency, and sustainability.

Assignment Focus
Identify a long list of office furniture manufacturers or integrators. Your RFI should focus on:

• Company info: production capacity, showroom availability, presence in Nordic countries
• Product: ergonomic certifications, product lines, modular systems
• Pre-conditions: compliance with NordicBank’s diversity, health & safety, and CSR codes

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 6: Freelance Creative Services at Sparkle Cosmetics

Background
Sparkle Cosmetics wants to move away from ad-hoc freelance hiring and instead build a preferred supplier panel of creatives and small agencies that can support its digital and social media campaigns.

Assignment Focus
Start with a long list of freelancers and boutique agencies. Use an RFI to gather:

• Company info: portfolio, agency structure, prior brand collaborations
• Services: capabilities in photography, video editing, influencer marketing
• Pre-conditions: agreement to Sparkle’s IP policy, exclusivity terms, and tone-of-voice guidelines

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 7: Corporate Travel Services at NordFinance

Background
NordFinance is re-evaluating its travel services supplier(s) with a focus on sustainability, cost transparency, and digital self-service options.

Assignment Focus
Identify a long list of travel management companies (TMCs) and digital travel platforms. The RFI should collect:

• Company profile: global reach, client base, platform integration
• Services: carbon tracking, multi-channel booking, AI-based travel support
• Pre-conditions: data privacy alignment (GDPR), acceptance of NordFinance’s ethical travel policy

The real life goal is to shortlist 3–5 suppliers to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Case 8: Temporary Staffing Services at TechBridge

Background
TechBridge wants to consolidate and professionalize its supplier base for temporary staffing of IT specialists. The sourcing goal is to ensure access to top talent while improving compliance and speed of onboarding.

Assignment Focus
Compile a long list of staffing agencies specializing in tech. Your RFI should cover:

• Company info: recruiter-to-placement ratio, compliance with labor laws, client list
• Services: specializations (Java, .NET, DevOps, etc.), typical time-to-fill, talent retention programs
• Pre-conditions: acceptance of TechBridge’s contract terms, onboarding standards, and NDA requirements

The real life goal is to shortlist 3–5 agencies to receive the full RFQ but in our case creating the RFI without sending to market is sufficient.

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Mastering the RFI Process in Sourcing: From Long List to Short List

Introduction

A Request for Information (RFI) is a step that helps buyers navigate from a broad field of potential suppliers down to a focused shortlist. For buyers-in-training, understanding how to effectively use RFIs is key to running successful sourcing projects. In this guide, we’ll explain the purpose of a RFI and where it fits in the sourcing process, how to engage suppliers so they want to respond, what information to request, and how to structure and evaluate RFI responses. We’ll also cover tips on using e-sourcing platforms to streamline RFIs, and the importance of closing the loop with supplier feedback. By the end, you’ll have a clear roadmap for leveraging RFIs as a professional sourcing tool.

What Is an RFI and Where Does It Fit in the Sourcing Process?

An RFI is a formal inquiry sent to potential suppliers to gather information about their capabilities, products, and overall suitability​ techtarget.com. It is typically the first stage of a sourcing process where suppliers are contacted, used when you know what you need but are not yet sure which suppliers could meet that need​ archlet.io. In other words, the RFI is a broadly-scoped request intended to narrow down a long list of vendors into a qualified short list for the next stages. More in the EFFSO course Conducting RFQ by EFFSO where RFI, RFP and RFQ is explained.

In the context of the overall sourcing process, the RFI comes after initial market research (when you’ve identified a pool of possible suppliers) and before the RFQ/RFP stage (where you ask for detailed quotes or proposals). Think of the RFI as a filtering step: you might start with dozens of potential suppliers, but you only want to formally invite the most suitable ones to submit quotes or proposals. For example, one procurement guide notes that during the RFI step, you will “establish a long list of potential suppliers… send RFI and down select and short list suppliers for RFQ”​.

By using an RFI to vet suppliers early, you ensure that the subsequent Request for Quotation (RFQ) or Request for Proposal (RFP) is sent only to a handful of credible, high-potential suppliers rather than wasting time on unqualified ones​ lawbite.co.uk.

Purpose of an RFI: The RFI’s purpose is to gather essential information about suppliers in a structured way, so you can assess their suitability. It’s not about soliciting bids or detailed solutions yet – it’s about understanding the landscape of available suppliers and what they offer. RFIs help procurement teams “assess the suppliers’ capabilities in fulfilling the company’s goals and objectives procurementtactics.com​.

They are generally non-binding and exploratory. By the end of an RFI process, you should have a clearer picture of which suppliers could meet your needs and merit deeper evaluation, and which should be eliminated from consideration. In summary, an RFI is the bridge between market analysis and the formal solicitation (RFQ/RFP): it lets you screen and shortlist suppliers based on high-level criteria before investing time in detailed proposals.

Presenting the RFI to Suppliers – Encouraging Participation

A RFI is only effective if suppliers respond with quality information. As a buyer, you should frame and present your RFI in a way that engages suppliers and motivates them to reply. This involves both the content of your RFI invitation and the tone you set.

1. Introduce Your Company and Opportunity: Remember that suppliers are essentially your partners in this process – especially strong suppliers likely receive many inquiries, so you want to stand out on their sales radar. Start your RFI communication (cover letter or email) with a brief, compelling introduction to your company and the business opportunity. Position your company attractively by highlighting relevant facts: for example, “XYZ Corp is a leading manufacturer of [product] with a global footprint, now seeking partners for an upcoming [project/opportunity].” If the project is significant (large volume or long-term partnership), mentioning that can pique a supplier’s interest.

In short, convey that responding to your RFI is worth the supplier’s time because it could lead to a valuable business relationship. As one guide advises, an RFI should include an “introduction to your business” and “the reason for writing the RFI” so suppliers immediately understand who you are and what you need​ lawbite.co.uk.

2. Use a Professional and Supplier-Friendly Tone: The tone of an RFI should be professional, yet inviting. Use clear and accessible language – avoid heavy jargon or overly legalistic phrasing that might confuse or deter suppliers. Remember, at this stage you are not negotiating; you are in information-gathering mode. You want suppliers to feel comfortable sharing information. Using “simple, accessible language with content organized in a logical fashion” creates a pleasant experience for vendors gplpen.hks.harvard.edu.

Likewise, keep the RFI as concise as possible while still covering what you need. If an RFI is too lengthy or complex, some suppliers may decide the effort isn’t worth it. A Harvard guide on effective RFIs notes: make responding “as easy as possible,” even as simple as allowing an email reply or a quick form​gplpen.hks.harvard.edu. The easier and clearer you make it, the more likely suppliers will respond thoroughly.

3. Clearly Outline What’s Being Requested: Be upfront about what information you are seeking from the supplier. In the RFI cover letter or introduction, give a snapshot of the scope: for example, “We are requesting information about your company background, your [specific product/service] capabilities, and your ability to meet [any special requirements].”Suppliers should not have to guess what you want from them. If you have attached a questionnaire or specific questions (which is often the case), mention it explicitly (e.g., “Please find attached our RFI questionnaire; we kindly ask you to fill out all sections regarding your company profile, product offerings, and acceptance of our terms.”).

Providing this context helps suppliers tailor their response to your needs, which results in more useful information for you. It also demonstrates that you have a structured approach, which suppliers will appreciate.

4. Emphasize Mutual Benefit: While the RFI is about you collecting information, it doesn’t hurt to remind suppliers that this is an opportunity for them as well. For instance, you might note that “the information provided will be used to shortlist suppliers for a potential long-term contract”. This signals to suppliers that if they meet your criteria, they have a chance at winning future business. High-quality vendors can sometimes be selective about which RFIs/RFPs they answer; they may ignore requests that seem like a lost cause or too much effort for too little reward.

By emphasizing that your organization is serious about finding a strong partner and that you value the supplier’s time, you make it more enticing to participate. In essence, treat the RFI as a two-way street – you’re evaluating them, but you’re also “marketing” your project to get the best suppliers on board.

5. Provide a Reasonable Timeline and Instructions: Always include a clear deadline for RFI responses and give suppliers sufficient time to compile their answers. Rushing suppliers with an unreasonably short timeline can limit the quality of responses or cause some to drop out. Depending on the complexity of your questions, an RFI might be open for a couple of weeks to a month. (In fact, public sector RFIs often allow “at least a month for responses” as a rule of thumb​ gplpen.hks.harvard.edu.) In your invitation, state the due date and time, and how the supplier should submit their response (e.g. via email, through an e-sourcing portal, etc.). Providing explicit instructions – such as a response format or template, how to label the response, and a contact person for questions – helps ensure you get the information in a consistent, usable way​ procurementtactics.com​.

For example, you might write, “Please send your completed RFI questionnaire and any supporting documents via email to [contact] by [date]. Use the subject line ‘RFI Response – [Your Company Name]’.” When suppliers know exactly what to do and by when, they’re more likely to follow through.

6. Set Expectations and Encourage Questions: It’s good practice to clarify the nature of an RFI in your communication. Remind suppliers that this is not yet a request for proposal or an offer of business, but rather an information-gathering exercise – this manages expectations on both sides. You can say something like, “This RFI is for information purposes only and will not result in an immediate contract award.” (Many organizations include a line to that effect​ gplpen.hks.harvard.edu.) Also, encourage suppliers to ask questions if anything is unclear. A brief statement such as, “If you have any questions or need clarification while preparing your response, please contact us at [email] or [phone].” invites communication.

Being responsive to supplier inquiries during the RFI period also increases engagement. Overall, a transparent and well-communicated process signals to suppliers that your organization is professional and fair – which can only help your reputation in the supplier community.

7. Include references to when supplier can expect an RFQ should it be successful in RFI phase. RFQ and potential business is what is driving a supplier and their sales team.

By thoughtfully presenting your RFI in this manner – introducing your company, clearly stating what you need, and making it easy for suppliers to respond – you greatly improve your chances of getting quality information back. In fact, experts on RFI best practices emphasize simplicity and clarity as key factors in boosting vendor participation​ gplpen.hks.harvard.edu. The more approachable you make the process, the more high-caliber suppliers will be willing to invest time in responding, giving you better data for your sourcing decision.

Key Information to Request in an RFI

What exactly should you ask suppliers in an RFI? While every project will have specific questions, most RFI questionnaires cover three core categories of information:

• Supplier Company Profile: This section gathers general background about the supplier’s business. The goal is to understand who the supplier is and whether they are a stable, qualified entity. Typical information requested includes company size (e.g. annual revenue, number of employees), years in business, ownership structure, locations (headquarters, production sites or service centers), and relevant certifications or registrations (for example, ISO quality certifications, industry licenses, etc.). You might also ask about the supplier’s key customers or past projects as references. Essentially, you are painting a picture of the supplier’s credentials and capacity. For example, an RFI might ask for “the size of your operation, number of production lines or service teams, and volume of output you can handle”​lawbite.co.uk. If you have geographic or logistic considerations, you could ask “Can you deliver to our locations in X region?”​lawbite.co.uk. Company profile questions help ensure the supplier meets any minimum qualifications (e.g. a certain production capacity or financial stability) and reduces the risk of engaging with suppliers that might not be able to fulfill your needs.
• Product/Service Offering and Capabilities: In this section, you ask about what the supplier can provide in relation to the specific goods or services you seek. You want to know if their offerings align with your requirements. Questions here are more tailored to the project. For instance, you can request a description of the supplier’s product lines or service scope, technical specifications of their products, or unique capabilities they have. If you’re sourcing a product, you might ask about their manufacturing process, quality control measures, and capacity (e.g. “how many units per month can you produce of [Product]?”). If it’s a service, you could ask about the range of services, methodologies, or tools they use. It’s also common to inquire about innovation or value-adds – e.g. “What differentiates your product/service offering from competitors?”. Keep in mind that an RFI is still fairly high-level: you’re not asking for a detailed solution design or a firm price quote yet, but you are checking whether the supplier’s capabilities broadly fit your needs. For example, “Describe the types of [products] you manufacture and the industries you serve” is a typical RFI question to ensure the supplier has relevant experience. The answers to these questions will help you judge if the supplier’s offering is a potential match for your requirements before you proceed to deeper evaluation.
• Compliance and Acceptance of Key Terms: Another important area an RFI can cover is the supplier’s ability to meet your commercial and ethical requirements. This includes confirming that the supplier can comply with any critical terms or policies your company has. For instance, many buying organizations include questions about corporate responsibility and ethics (such as adherence to labor laws, environmental regulations, anti-corruption policies, etc.). You might ask if the supplier has a code of conduct or if they agree to follow your company’s Supplier Code of Conduct. Additionally, you can gauge acceptance of basic commercial terms: for example, your standard payment terms, warranty expectations, or legal conditions. While detailed contract negotiations happen later, an RFI can surface any red flags early on. A simple question like “Do you acknowledge and accept our standard terms and conditions (see attached)?” can be very telling – a supplier with major objections might not be suitable to advance. As an illustration, one RFI template asks vendors to “indicate your compliance and acquiescence with the [client’s] terms and conditions specified”​ uclahealth.org. If a supplier responds that they cannot comply with a crucial requirement (for example, a safety standard or a warranty period), you might decide not to include them in the next round. This section essentially checks for alignment on non-negotiable points and ensures any supplier on the shortlist won’t have deal-breaker issues later in the process.

By structuring your RFI questions into these three buckets – Company Profile, Product/Service Offering, and Compliance/Terms – you cover the most pertinent info needed to evaluate a supplier’s fit. In practice, an RFI document or online questionnaire often has separate sections corresponding to each category. For example, it might start with a table for general company info, then a section of questions about the specific product or service capabilities, and finally a checklist of yes/no questions about accepting terms or meeting certifications. This organization makes it easier for both suppliers to provide information and for you to review it. Also, ensure your questions are mostly open-ended or checkbox-based rather than asking for hard numbers like price quotes.

RFIs typically do not request pricing (that comes at RFQ/RFP stage) – instead, they focus on qualitative and factual information. A well-crafted RFI gives you a broad, comparative view of all the potential suppliers on things like experience, capacity, and willingness to meet your requirements. With that in hand, you can confidently decide who should move forward to the more detailed and competitive stages.

Structuring the RFI Invitation and Letter

When you’re ready to send out an RFI, it’s important to structure your invitation or cover letter in a clear, professional format. The RFI invitation is the first thing a supplier will read, so it should be logically organized and contain all essential information. Here’s how to structure an effective RFI invitation letter or email:

• Header and Greeting: If using a formal letter format, use your company letterhead or include a header with your company name and address, the RFI reference (if any), and the date. Address the supplier properly (e.g., “Dear Supplier Team” or “Dear Mr./Ms. [Name]” if known). For emails, include a clear subject line (e.g., “Request for Information – [Project Name]”).
• Introduction/Purpose Statement: In the opening paragraph, introduce your organization and state the purpose of the letter. Clearly mention that you are sending a Request for Information. For example: “We are pleased to invite you to participate in a Request for Information (RFI) process for [brief description of what you are sourcing]. [Your Company] is [one-sentence company intro]. The purpose of this RFI is to gather information about your capabilities and offerings in order to evaluate a potential partnership for [project or need].” This sets the context immediately. As noted earlier, including an introduction to your business and the reason for the RFI is considered a best practice​lawbite.co.uk.
• Project Background and Scope: Next, provide a short background of the project or procurement need. You might mention what product or service category you’re looking at and any key requirements (in general terms). For example: “Our project involves procuring eco-friendly packaging solutions for our product line, with an anticipated volume of 10 million units annually. We are researching suppliers who can meet high sustainability standards.” Keep this section brief – you’ll get the detailed info from the RFI responses – but give enough so the supplier understands the opportunity. If there are any special aspects (timeline urgency, innovative aspect, etc.), you can mention them here to further engage interest.
• Information Requested (Overview): It can be helpful to summarize the type of information you are seeking, especially if the RFI questionnaire is attached separately. For instance: “In this RFI, we request information in three areas: (1) your company profile and experience, (2) details of your [product/service] offering relevant to our needs, and (3) your compliance with our outlined commercial and ethical standards.” You can adjust based on what you’re asking. This overview acts as a guide for the supplier as they prepare the response and shows that your RFI is organized. It essentially mirrors the structure of your RFI questionnaire.
• Instructions for Responding: Clearly outline how and when the supplier should respond. This is crucial. Specify the deadline/date by which you expect to receive the RFI response. Provide the method of submission – for example, “Please email your response in PDF format to [email address]” or “submit via our e-sourcing portal at [URL]”. Mention any attachments or templates you expect them to use (you might have an RFI template document or an online form). Also indicate if you want a specific subject line or RFI reference number in their reply. If there are any forms that need signing (like an NDA, if you require one at RFI stage) or any supporting documents (brochures, certificates) you want, list those here. Essentially, this is a step-by-step on how to respond. Being thorough in these instructions ensures you get consistent and complete responses​procurementtactics.com. For example: “Please complete the attached RFI questionnaire. You may also include up to 5 pages of additional company information if necessary. All responses should be submitted electronically by March 31, 2025. Detailed submission guidelines and the response template are attached for your convenience.”
• Timeline and Next Steps: It’s wise to mention the overall timeline or what will happen after the RFI. Suppliers will want to know what to expect. You can say something like: “We kindly ask for your response by [date]. We plan to review all RFI submissions by [future date], after which we will shortlist suppliers for a possible Request for Proposal (RFP) stage. Shortlisted suppliers will be notified by [date or timeframe].” This transparency helps suppliers understand the urgency and how long they might wait for feedback. It also subtly indicates that there is a competitive process (which may spur them to put in effort to make the shortlist).
• Contact Information: Always provide a contact person for any questions or clarifications. Ideally, this is the buyer or project lead managing the RFI. Include name, title, email, and phone. For example: “If you have any questions regarding this RFI, please contact [Name], [Title], at [email] or [phone number].” Ensure that person is ready to field inquiries during the RFI open period.
• Closing and Gratitude: Close the letter by thanking the supplier for their time and expressing anticipation for their response. A polite closing maintains a good tone. For example: “Thank you in advance for your time and effort in responding to this RFI. We look forward to learning more about your company and how we might work together. Sincerely, [Your Name]…” Then include your signature (for a letter) or email signature block.
• Attachments List: If you have attached documents (like the detailed RFI questionnaire, or a document outlining terms and conditions, etc.), list them at the end or mention them clearly (e.g., “Encl: RFI Questionnaire”). This ensures the supplier knows to look for additional files and understands what is part of the RFI package.

All these elements combined make a complete RFI invitation. For instance, LawBite’s guidance on RFIs aligns with this structure: include an introduction to your business, why you’re writing, what you require (product/volume), and the response guidelines and deadlines​ lawbite.co.uk. By following a structured outline, you project professionalism and make it straightforward for the supplier to follow your RFI.

Below is a sample RFI invitation letter/email to illustrate how these components come together:

Subject: Request for Information (RFI) – Eco-Friendly Packaging Solutions Project

Dear Supplier,

[Your Company] invites you to participate in a Request for Information (RFI) process regarding our Eco-Friendly Packaging Solutions initiative. We are seeking information about potential suppliers who can provide sustainable packaging materials for our consumer products. The purpose of this RFI is to learn about your company’s capabilities and offerings as they relate to this need, as we prepare to shortlist suppliers for a possible upcoming Request for Proposal (RFP).

About [Your Company]: We are a global manufacturer of household goods, committed to environmentally responsible practices. With this project, we aim to transition 100% of our product packaging to recyclable or biodegradable materials.

Scope of Information Requested: In this RFI, please provide:
– A profile of your company (history, size, relevant certifications, and experience in sustainable packaging).
– Details of your packaging products and materials that align with our sustainability goals (including specifications, production capacity, and any innovative features).
– Confirmation of your compliance with our ethical sourcing standards and acceptance of key commercial terms (see attached guidelines).

How to Respond: Kindly complete the attached RFI Questionnaire document. You may also include your product catalogue or brochures as needed (maximum 10 pages). Please submit your response via email to rfi@yourcompany.com by March 31, 2025. Use the email subject line “RFI Response – Eco-Packaging – [Your Company Name]”. If you have any questions while preparing your response, feel free to reach out to the contact below.

Next Steps: We will review all RFI responses by April 15, 2025. Based on the information provided, a shortlist of suppliers will be invited to participate in a detailed RFP process in late April. We will inform you of your status in the process regardless of the outcome.

RFI Contact: Jane Doe, Sourcing Manager – [Your Company]
Email: jane.doe@yourcompany.com | Phone: +1-234-567-8900

Thank you for your time and cooperation. We appreciate your interest in working with [Your Company] and look forward to your response.

Sincerely,
John Smith
Head of Procurement, [Your Company]
(on behalf of the RFI Project Team)

Attachments: 1) RFI Questionnaire (Eco-Friendly Packaging) – PDF, 5 pages; 2) Ethical Sourcing Standards – PDF, 2 pages.

This sample covers all the key points: it introduces the project and company, outlines what info is needed, gives clear instructions and deadlines, and maintains a courteous tone. You can adapt this format for virtually any RFI invitation. The exact wording will vary, but the structure should remain consistent to ensure nothing important is omitted.

Evaluating RFI Responses and Shortlisting Suppliers

Once you receive responses from suppliers, the next step is to evaluate those RFI responses in a fair and systematic way. The end goal is to identify which suppliers will advance to the RFQ/RFP stage (the short list) and which will not. Here’s how to approach the evaluation:

1. Establish Evaluation Criteria: Before or while RFI responses come in, it’s important to define how you will assess them. Remember the three information areas (profile, offering, compliance)? These often translate into your evaluation criteria. For example, you might set criteria like “Technical Capability,” “Company Experience/Stability,” “Compliance with Requirements,” etc. Each criterion corresponds to questions in the RFI. Decide which factors are most critical for this stage. Some criteria might be mandatory (knockout criteria) – e.g., if a supplier indicates they cannot meet a non-negotiable requirement, they may be disqualified. Others will be comparative – e.g., rating the strength of each supplier’s experience or the extent to which their product meets your needs. Having explicit criteria helps make the evaluation objective and consistent​. It also ensures your team is aligned on what a “good” RFI response looks like.

2. Use a Scoring or Ranking System: A simple way to compare RFI responses is to use a scoring model. This can be as straightforward as assigning scores (say 1 to 5, or 1 to 10) for each criterion for each supplier. For instance, you might rate Supplier A, B, C on “experience” or “product fit” and so on. One procurement resource suggests giving a numeric rating on a scale (e.g. 1–10) for each category, to allow an objective comparison across suppliers​ startnearshoring.com. You can also decide to weight criteria by importance. For example, if technical capability is most important, it could be, say, 40% of the total score, whereas compliance might be 20%. Apply the same scoring method to all supplier responses. It often helps to create a table or matrix to visualize the comparison. Below is a sample evaluation table for illustration:

Evaluation Criteria	Weight	Supplier A	Supplier B	Supplier C
Company Profile & Experience	30%	8/10	6/10	9/10
Product/Service Fit to Needs	50%	7/10	9/10	8/10
Compliance & Terms Acceptance	20%	10/10	5/10	9/10
Weighted Score (out of 10)	100%	7.9	7.0	8.5

Example: In this hypothetical scoring, Supplier C scored highest overall (8.5/10) due to strong profile and compliance, even though Supplier B had the best product fit. Depending on your cutoff, you might decide to shortlist Supplier C and Supplier A for the next stage, and politely inform Supplier B that they were not selected, because despite an excellent product, they scored lower on other factors.

Your scoring need not be overly quantitative if that doesn’t suit the situation – some organizations simply mark each response as “acceptable” or “not acceptable” on each point, or use a color-coding for good/average/poor. The key is to apply the same yardstick to each supplier to keep the process fair. A structured evaluation matrix not only brings objectivity, but also provides a record you can refer to when explaining decisions (e.g., why certain suppliers were shortlisted).

3. Identify Knockout Criteria: As you review responses, watch for any knockout criteria – these are answers that automatically eliminate a supplier from consideration. They usually relate to those must-haves we talked about. For example, if a supplier’s answer to “Can you supply to our region?” is “No”, and you have no interest in a supplier outside your region, that supplier is essentially out. Similarly, if a supplier does not agree to abide by a critical ethical standard, you might disqualify them. It’s wise to note such knockout points upfront when designing the RFI. Many RFIs include some yes/no questions specifically to screen out unqualified suppliers quickly.

For instance, an RFI might ask “Do you have ISO 9001 certification? (Yes/No)” if that certification is mandatory to do business in your industry – any “No” would be a red flag. During evaluation, you can first remove those who fail the mandatory criteria, then proceed to score the rest on the comparative criteria. This two-step filter (knockouts then scoring) is efficient and ensures you don’t waste time scoring a response that is ultimately unusable.

4. Compare and Discuss: With scores or evaluations in hand, the sourcing team (which could include stakeholders from technical, quality, or other departments) should discuss the findings. Sometimes one supplier might score marginally lower but have some unique upside that merits consideration – qualitative judgment is still valuable. The RFI stage is often as much about eliminating poor fits as it is about distinguishing the top tier. Aim to reach a consensus on which suppliers are the top candidates. For example, if you sent 10 RFIs and got 8 responses, you might decide that based on the information, 3 of those clearly rise to the top, 2 are borderline, and the rest are not suitable. Perhaps you then choose to carry forward the top 3 (and maybe give a courtesy explanation or even a chance to the borderline ones if appropriate). Keep in mind any practical limitations too – if your next phase (RFP presentations, for example) can only reasonably involve, say, 5 suppliers, you’ll need to cap your shortlist accordingly.

During this process, using a comparison chart or matrix is extremely helpful. It can be as simple as a spreadsheet listing all questions or criteria versus each supplier, with notes or scores. Modern e-sourcing tools also often have built-in features to compare supplier responses side by side. The idea is to turn the qualitative RFI answers into a decision-friendly format. Procurement experts often emphasize that structured data from RFIs enables “easier comparison and more informed decision-making”​ procurementtactics.com. So, ensure you or your tool organize the data in a way that you can readily see differences (for example, a table showing each supplier’s certifications, each supplier’s capacity, etc., for quick scanning).

5. Document the Shortlist Decision: It’s good practice to document why each shortlisted supplier was chosen (and by extension, why others were not). This doesn’t have to be elaborate at RFI stage, but having a brief rationale is useful for internal records and for eventual feedback to suppliers. For instance: “Shortlisting Supplier X, Y, Z because they demonstrated strong experience in our industry and have the required capacity; not proceeding with Supplier A due to insufficient capacity, Supplier B due to lack of required certification,” etc. This will come in handy when communicating back to suppliers and for any audit trail of the decision.

In summary, evaluating RFI responses involves screening (eliminate those who don’t meet must-haves) and scoring/ranking the rest against your criteria. The process should be objective and aligned with the goals you set out. By the end, you’ll have a shortlist of suppliers – often the RFI will have done its job if you can confidently say, for example, “We started with 20 suppliers, and after the RFI we have 5 that are truly viable contenders for our project.” Those 5 can then receive the RFQ/RFP and you can dive into pricing, detailed proposals, and so on, knowing that they all passed the initial vetting. A well-run RFI means the subsequent sourcing stages will be more focused and efficient, dealing only with serious, qualified candidates​ getfocalpoint.com.

Using E-Sourcing Platforms to Streamline the RFI Process

Many organizations leverage e-sourcing software tools to manage RFIs (and other RFx processes) more efficiently. If you have access to an e-sourcing platform (such as Market Dojo (free course), Ariba, Coupa, Jaggaer, Ivalua, or others), it can greatly support the design, distribution, and analysis of RFIs. Here are some ways e-sourcing platforms add value:

• Template Design and Standardization: E-sourcing platforms often allow you to create RFI templates or use built-in questionnaires. This helps standardize the information you collect. You can define sections (company info, product info, etc.) with specific question types (text response, multiple choice, yes/no, attachments). Having these templates ensures you don’t forget key questions and that every supplier responds in the same structured format. One benefit of a digital template is that it enforces consistency – for example, all suppliers might fill their company size in a numeric field, or attach certifications in a designated slot. This structured approach “enables easier comparison” of responses later​ procurementtactics.com. It also saves time if you run similar RFIs regularly; you can reuse and tweak templates instead of starting from scratch each time.
• Efficient Distribution and Tracking: Instead of emailing each supplier individually, an e-sourcing tool lets you distribute the RFI to multiple suppliers at once (usually by inviting them to the event or sending system-generated emails). All suppliers receive the same information and questions through the platform, which maintains fairness. Crucially, the platform provides tracking – you can see which suppliers have opened the invite, which have acknowledged participation, and who has submitted their response. This means you can send reminders through the system to those who haven’t responded as the deadline approaches. It takes the guesswork out of follow-ups. Moreover, e-sourcing ensures “all potential suppliers receive the same information” in real time​getfocalpoint.com. For instance, if you need to issue a clarification or update to the RFI, you can broadcast it on the platform to all participants simultaneously (and the tool often logs that update as part of the RFI event). This level of version control and communication tracking is hard to achieve with just email. In fact, advanced sourcing platforms have features akin to version control, where any changes to the RFI or documents are logged and suppliers might be automatically notified. This avoids confusion over multiple email threads. As one source notes, “powerful version control and … tools [let] teams easily track revisions, avoiding costly confusion” during RFx processes​proqsmart.com. The result is an auditable, well-organized RFI process from start to finish.
• Structured Data and Analysis: When suppliers submit answers on an e-sourcing platform, their responses are stored in a structured way (often in a database or downloadable spreadsheet). This makes analysis much easier than manually compiling emails or Word documents. You can often export all responses to Excel with one click, or even view comparison reports within the tool. Many platforms allow side-by-side comparison of answers or even have auto-scoring capabilities if you set up scoring criteria beforehand. For example, you might set certain questions as scored, and when suppliers answer, the system can calculate preliminary scores for you. Even without auto-scoring, just having every supplier’s answer to a question in one table is immensely time-saving. Instead of opening five PDFs to see each supplier’s certifications, an e-sourcing tool might let you view all five responses to the certification question on one screen. This structured data approach reduces human error and speeds up evaluation. A well-known benefit is that it allows data-driven decisions: you can slice and dice the information or run reports on it. For instance, you could quickly filter suppliers by those who said “yes” to a key requirement, etc. In short, e-sourcing platforms transform RFI responses into a format that is readily usable for making comparisons and decisions​procurementtactics.com. This is especially helpful if you have a large number of suppliers; the tool can help rank or categorize responses so you focus on the right ones.
• Collaboration and Version Control (Internal): On the buyer side, if multiple stakeholders need to contribute to the RFI or see the responses, a platform provides a single repository. Team members can be given access to review supplier answers directly on the system, perhaps even scoring or commenting within the tool. This eliminates scattered files and emails. Additionally, the platform ensures everyone is looking at the latest version of the RFI document or the latest supplier submissions – the nightmare of someone evaluating an outdated version is avoided. With built-in versioning and audit trails, any changes to the RFI questions or criteria are recorded. For example, if you extended the deadline or edited a question, the system logs it. This level of control maintains integrity in the process.
• Q&A and Communication: Many e-sourcing tools have a Q&A board where suppliers can ask questions about the RFI, and the buyer can respond. Importantly, the questions and answers can be made visible to all suppliers (often anonymized) to ensure fairness. This keeps all clarifications in one place. It also means if one supplier asks something useful, all suppliers benefit from the answer. This feature is far better than fielding separate phone calls or emails, and it ensures transparency. Every supplier gets the same clarifications, which is critical for an even playing field​getfocalpoint.com.
• Security and Confidentiality: Using a platform can also be more secure than email. Supplier responses are uploaded to a secure site, often with each supplier only able to see their own data. You don’t risk someone accidentally CC’ing all or sending their sensitive info to the wrong email. Platforms often require suppliers to log in, accept terms, etc., adding a layer of formality and data protection. All documentation is kept in the system, which can be important if the sourcing project is audited later or if you need records of what was communicated.
• Integration with Next Steps: E-sourcing platforms are usually part of a larger Source-to-Contract system. This means the information gathered in the RFI can often be carried forward to the RFP stage seamlessly. If a question is asked at RFI and again in RFP, the data might be pre-filled or referenceable. Some systems also let you promote or convert an RFI event into an RFP event, bringing along the invited suppliers and relevant info. This integration saves time and reduces duplicate work. It also keeps the history: you can remember why certain suppliers were invited by looking back at the RFI scores in the system.

In summary, e-sourcing platforms support the RFI process by making it more efficient, transparent, and data-driven. Teams can “create, distribute and manage RFIs … more efficiently, and handle bids in a fair, organized manner” with these tools​ ivalua.com. The benefits like automated version control, tracking of responses, and structured data collection all contribute to a smoother sourcing exercise. For buyers-in-training, it’s good to familiarize yourself with at least one such platform, as digital procurement is now standard in many organizations. However, even if you manage RFIs manually via email and spreadsheets (which is still common in smaller firms), you can apply the same principles: use templates, keep meticulous track of communications (perhaps via a spreadsheet log), and structure the data for comparison. The technology is an enabler, but the strategic thinking behind RFIs remains the same.

Providing Feedback and a Feedback Loop with Suppliers

After completing the RFI and deciding on your shortlisted suppliers, it’s a best practice to close the loop with all participants – both those who advanced and those who didn’t. This feedback loop is important for maintaining good supplier relationships and a positive reputation in the market. Here’s how and why to do it:

1. Thank Suppliers for Their Responses: First and foremost, thank each supplier for the time and effort they put into the RFI. A courteous thank-you email or letter, even if brief, is appropriate. For the suppliers moving forward to the next round (RFP or RFQ), you will of course notify them of their selection and next steps. But for those not selected, a gracious note is equally important. They spent time answering your questions without any guaranteed payoff, so showing appreciation is a professional courtesy.

2. Inform Suppliers of the Outcome: Don’t leave suppliers who responded to the RFI in the dark. It’s important to notify them of your decision regarding the shortlist. For the ones who are shortlisted, you might say, “We were impressed with your RFI response and would like to invite you to the next stage.” Provide details about the upcoming RFP/RFQ process. For those not shortlisted, a simple message to close out the process is needed, for example: “After careful evaluation of all RFI responses, we regret to inform you that we will not be moving forward with your company in the next phase. We appreciate your participation and hope there will be future opportunities to work together.” While it’s never fun to send rejection notes, suppliers generally prefer to know the outcome rather than hearing nothing at all. Silence can breed frustration or confusion. It’s about respecting the supplier’s effort and time.

3. Offer Feedback (When Possible): The most valuable thing you can provide to suppliers who weren’t selected is some feedback on why. This helps them understand the result and can even improve their competitiveness in the future. The feedback doesn’t have to be extremely detailed (and you should avoid revealing confidential comparisons or mentioning other suppliers by name), but giving a couple of reasons is helpful. For instance, “We were looking for a supplier with a global distribution network, and other respondents were able to demonstrate a larger global presence at this time,” or “Your product line did not cover a few specific features we require, so we decided to proceed with suppliers whose offerings more closely matched our technical needs.” This kind of input can be phrased constructively. The supplier then knows it wasn’t arbitrary – there was a specific gap relative to the competition. If a supplier requests a debrief call and you have the resources, doing a short call can earn goodwill; however, even a written explanation is appreciated.

Providing feedback also underscores transparency in your process. In fact, one reason top suppliers sometimes hesitate to respond to RFIs is the fear that “the process is not transparent or that they would not be selected” in the end​ proqsmart.com. By following through and giving feedback, you counteract that fear – you show that there was a fair evaluation and you’re willing to share the outcome. This can make suppliers more willing to engage in your processes in the future because they see you as a fair and communicative partner.

4. Maintain Good Relations for Future Opportunities: Just because a supplier didn’t make this shortlist doesn’t mean they might not be a great fit for another need down the line. How you handle them now affects the long-term relationship. A respectful, appreciative closure leaves the door open. You might even explicitly say, “We will keep your information on file for future opportunities, and we encourage you to participate in future RFx that align with your profile.” Many industries have relatively small supplier communities, and word can travel. Treating suppliers professionally even when turning them down can enhance your company’s standing. Conversely, if suppliers feel they were ignored or treated unfairly, they might be less inclined to respond to your company’s RFIs/RFPs later – or worse, it could harm your reputation publicly. Therefore, think of RFI feedback as part of supplier relationship management.

5. Internal Feedback Loop: In addition to supplier feedback, consider an internal debrief. Discuss with your team how the RFI process went. Did the information gathered truly help differentiate suppliers? Were there questions that yielded useless answers (which you’d change next time)? Did any supplier surprise you (good or bad)? This internal reflection can improve how you craft RFIs in the future. It’s an iterative learning process for buyers-in-training especially – each sourcing case will teach you something new about asking the right questions or engaging suppliers better.

6. Transparency and Ethical Considerations: If you’re in a regulated industry or the public sector, providing formal debriefs might even be a requirement or at least common courtesy. Even in the private sector, it’s part of ethical procurement to let vendors know where they stand. One caution: when giving feedback, do not disclose proprietary info or specifics of other vendors’ solutions or pricing. Keep it focused on the supplier’s own response in relation to your needs. You can be honest that, for example, they lacked experience in X, or their timeline was too slow, etc., but don’t say “Supplier Q beat you on price by 10%” or anything that breaches confidentiality.

By implementing a feedback loop, you foster trust and professionalism. Suppliers are more likely to respond to your future RFIs or RFPs if they felt the process was transparent and that they at least got closure on the current one. This is important because the best suppliers often have choices – if they feel your company never responds or never explains decisions, they might focus their sales efforts elsewhere. On the other hand, if you consistently communicate and treat them fairly, you become a “customer of choice” in their eyes, and they will be eager to engage with you.

Conclusion

The Request for Information stage is a powerful tool in a buyer’s sourcing toolkit – it sets the stage for a smooth and effective procurement process. As we’ve explored, an RFI’s role is to bridge the gap between broad market research and intensive bidding, allowing you to filter a long list of potential suppliers down to a qualified short list for the next steps​. A well-executed RFI can save time, focus your efforts on the best candidates, and even build initial rapport with suppliers.

For buyers-in-training, mastering RFIs means learning to ask the right questions and communicate clearly. Always remember to frame your RFI in a way that encourages suppliers to put their best foot forward – present your company and opportunity appealingly, keep the process fair and transparent, and make it easy for suppliers to respond. Collecting information on company profiles, offerings, and compliance gives you a 360° view of each vendor. Using structured formats (and e-sourcing tools when available) will help in comparing responses side by side and making objective decisions. And once you’ve gleaned the insights you need, use that knowledge to create a shortlist and kindly inform suppliers of outcomes, closing the loop with professionalism.

By following the guidance in this post – from RFI planning and invitation drafting to evaluation and feedback – you’ll be well-equipped to handle sourcing cases in a systematic and confident manner. RFIs, when done right, lead to better sourcing outcomes: you invite the right suppliers to bid, you get higher quality proposals, and ultimately, you select vendors that are a strong fit for your organization’s needs getfocalpoint.com. In essence, RFIs help ensure that when you move into negotiation and contracting, you are already dealing with winners. Good luck with your next RFI, and happy sourcing!

Sources:

1. TechTarget – What is RFI (request for information)?​ techtarget.com
2. LawBite – What is the difference between RFI, RFQ, RFT and RFP? ​lawbite.co.uk ​lawbite.co.uk​ lawbite.co.uk
3. Harvard Kennedy School (Procurement Excellence) – How to Write an RFI Vendors Want to Respond To ​gplpen.hks.harvard.edu ​gplpen.hks.harvard.edu ​gplpen.hks.harvard.edu
4. UCLA Health – RFI Supplier Questions Template ​uclahealth.org
5. Focal Point – RFI, RFP, RFQ in Procurement (Best Practices)​ getfocalpoint.com
6. StartNearshoring – Vendor selection and RFI scoring matrix​ startnearshoring.com
7. ProcurementTactics – Request For Information Definition & Template​ procurementtactics.com​procurementtactics.com
8. Ivalua (Doug Keeley) – eSourcing: A Guide to Digital Procurement​ ivalua.com
9. ProQsmart – RFx Management for Manufacturing (version control) ​proqsmart.com
10. ProQsmart – Common RFI Process Challenges (transparency)​

Note: Illustration to the case was created by Sora on April 9, 2025.