Sourcing Case: 2,000 Laptops in One RFQ

Case introduction

A tactical buyer has received a request to source 2,000 laptops in one procurement event.

At first, the task may look simple: collect laptop requirements, ask suppliers for prices, compare offers, and award the business.

But in real procurement work, this type of request is more complex.

The IT department has identified a need to upgrade the company’s laptop fleet, but the buyer must still clarify the requirement, understand the supplier market, define the sourcing approach, prepare the RFQ, create an evaluation model, manage stakeholder input, and recommend a supplier.

This case is designed to help learners practice how a tactical buyer turns an internal business need into a structured sourcing process.

Framework

Role: Tactical procurement
Supporting roles: Management and Operative
Process: Sourcing process, RFI, RFQ, supplier evaluation, negotiation, contract award, implementation
Level: Basic and Advanced
Related course: Sourcing Process 1, Sourcing Process 2a and Sourcing Process 2b.
Supporting courses: RFQ Template, Category Management, Procurement E-Auctions

Quick answer

This case asks the learner to act as a tactical buyer responsible for sourcing 2,000 laptops. The buyer must clarify the internal requirement, involve IT, identify suitable suppliers, decide whether an RFI is needed, prepare an RFQ, define evaluation criteria, compare supplier offers, consider negotiation tactics, and recommend a supplier. At advanced level, the learner should also develop a high-level category strategy and include e-auction preparation as a possible negotiation method.

The problem in the case

The company wants to replace laptops across departments to improve productivity, security, and user performance.

The IT department has identified the need for 2,000 laptops and has described the expected performance, portability, battery life, security, compatibility, warranty, and delivery timeline.

However, the requirement is still not ready for a professional RFQ.

The buyer must solve several procurement problems:

The user groups may need different laptop types.
The technical specification may need clarification.
The supplier market must be understood.
Delivery capacity for 2,000 units within 8 weeks must be verified.
Warranty and support requirements must be clear.
Supplier Code of Conduct compliance must be included.
Evaluation criteria must be connected to the RFQ questions.
The sourcing tactic must be selected.
The decision process must be agreed with stakeholders.
The buyer must avoid comparing offers that are not based on the same assumptions.

The learning challenge is to move from an internal request to a structured sourcing event.

Case background

The company has decided to upgrade its IT infrastructure across departments.

The goal is to improve productivity, strengthen security, and ensure that employees have suitable tools for their work. The workforce is diverse. Some users need high-performance laptops for data analysis and multimedia editing. Others need lightweight and portable devices for sales, field work, and travel.

The IT department has evaluated its needs and has developed initial technical requirements, performance expectations, and software compatibility requirements.

Procurement is now asked to lead the sourcing process.

Case role

You are the tactical buyer assigned to the case.

Your task is to lead the sourcing work from initial stakeholder request to supplier recommendation. You are expected to use the standard sourcing process and apply relevant decision points.

The IT manager and procurement manager will act as the decision-making group. You should involve IT as the key stakeholder throughout the process.

Business request from IT

Subject: Request for Assistance in Sourcing 2,000 Laptops
To: Procurement Manager
From: IT Manager

Dear Procurement Manager,

Our IT team is preparing a major laptop replacement project. We need to replace existing laptops with modern, secure devices that meet the different needs of our workforce.

We have identified a need for 2,000 new laptops. The devices should support productivity, security, compatibility with our systems, and efficient deployment across departments.

Key requirements

Performance
The laptops must have processors and memory suitable for our software requirements, including more demanding use cases such as data analysis and multimedia editing.

Portability
A share of the laptops must be lightweight and portable for sales and field teams who travel frequently.

Battery life
All laptops should provide at least 8 hours of battery life under normal work conditions.

Security
The laptops must include relevant security features such as biometric authentication, hardware-based encryption, or equivalent security functionality.

Compatibility
The laptops must integrate with our existing IT environment, including network connectivity, software, peripheral devices, and deployment routines.

Additional considerations

Warranty
Each laptop must include a minimum two-year warranty covering parts and labor.

Delivery timeline
We aim to complete the laptop replacement within 8 weeks after the purchase order is issued.

Requested procurement support

Please help us source 2,000 laptops that meet these requirements. We expect procurement to prepare a structured RFQ, identify suitable suppliers, and support supplier selection. Given the volume, we are open to negotiating favorable pricing and commercial terms.

Best regards,
IT Manager

Instruction from the procurement manager

Subject: Sourcing Assignment – 2,000 Laptops
To: Tactical Buyer
From: Procurement Manager

Dear Buyer,

You are assigned to lead the sourcing process for the laptop replacement project.

Please use our standard sourcing process and apply suitable decision points. The IT manager and I will act as the decision-making group, so keep us informed of significant developments.

I recommend that you collaborate closely with IT to ensure requirement alignment.

Please also ensure that suppliers selected for the RFQ comply with our Supplier Code of Conduct. Competition appears to be a suitable sourcing tactic, but before deciding this, verify that there are several qualified suppliers with the capability and capacity to deliver.

The requirement from IT is a good starting point, but it needs further refinement before an RFQ can be sent.

Please ask colleague X to brainstorm the task with you before proceeding. She has experience with similar sourcing work.

Regards,
Procurement Manager

Brainstorming with colleague X

You meet with colleague X to discuss the assignment.

Together, you identify several points that should be considered before launching the RFQ.

1. Clarify the requirement

The current requirement is not detailed enough for a final RFQ.

You may need to clarify:

how many laptop types are needed
whether all users need the same model
minimum processor, RAM, storage, and graphics requirements
operating system requirements
docking station and peripheral compatibility
security requirements
warranty and service-level expectations
delivery batch plan
deployment and imaging requirements
packaging and asset tagging requirements
sustainability or take-back requirements
end-of-life handling of old devices

2. Decide whether an RFI is needed

Before the RFQ, you may need an RFI to understand the supplier market.

An RFI may help you:

identify suitable manufacturers, resellers, or distributors
understand available models
check delivery capacity
understand lead times
collect input on service and warranty models
identify market constraints
verify whether the requirement is realistic
prequalify suppliers for the RFQ

3. Identify potential suppliers

You should research suppliers capable of delivering 2,000 laptops within the required timeline.

Possible supplier types include:

laptop manufacturers
authorized distributors
IT resellers
managed workplace providers
framework agreement suppliers, if available

The supplier shortlist should consider both commercial and operational capability.

4. Prepare the RFQ

The RFQ should clearly define:

scope and quantity
laptop categories or user profiles
technical requirements
mandatory requirements
optional requirements
delivery schedule
warranty and support requirements
service requirements
pricing structure
evaluation criteria
commercial terms
Supplier Code of Conduct requirements
requested response format

The RFQ should be designed so that supplier answers can be compared fairly.

5. Build the evaluation model

The evaluation model should connect directly to the RFQ.

Possible evaluation areas include:

price
technical compliance
delivery capability
warranty and service support
supplier capacity
security compliance
implementation support
sustainability considerations
commercial terms
supplier risk
user suitability

The model should distinguish between mandatory requirements and weighted evaluation criteria.

6. Plan negotiation

The volume of 2,000 laptops may create negotiation opportunities.

Possible negotiation topics include:

unit price
warranty extension
delivery plan
accessories
service support
payment terms
spare devices
deployment support
price protection
buyback or take-back of old laptops
contract terms

At advanced level, the buyer may consider e-auction if the specification is clear, suppliers are comparable, and competition is sufficient.

7. Plan contract award and implementation

After supplier selection, the buyer must support implementation.

This may include:

contract finalization
purchase order placement
delivery schedule follow-up
coordination with IT deployment
goods receipt
warranty process setup
supplier performance follow-up
lessons learned after implementation

Key learning purpose

This case is not mainly about selecting a specific laptop model.

The purpose is to practice tactical sourcing.

The learner should demonstrate how to structure a sourcing event, ask the right questions, define a suitable RFQ, evaluate supplier responses, and create a professional recommendation.

The quality of the sourcing process is more important than the exact final supplier choice.

Case assumptions

The case does not provide every detail needed to complete the sourcing work.

Learners are expected to make reasonable assumptions where information is missing.

All assumptions should be documented.

Examples of assumptions may include:

company size and location
number of user groups
laptop user profiles
preferred operating system
budget range
delivery country or countries
supplier market availability
current supplier base
sustainability requirements
old laptop disposal requirements
internal approval process
standard contract terms

A good buyer makes assumptions visible instead of hiding them.

Basic level deliverables

At basic level, you should be ready to discuss or present the following.

1. Sourcing timeline

Create a realistic sourcing schedule.

Use the standard sourcing process and show key decision points.

Your schedule should include, where relevant:

stakeholder clarification
RFI decision
supplier identification
RFQ preparation
RFQ release
supplier Q&A
quotation deadline
evaluation
negotiation
award recommendation
contract finalization
purchase order
delivery follow-up

2. Kraljic positioning

Position the laptop sourcing event in the Kraljic Matrix.

Explain:

supply risk
business impact
likely category position
sourcing tactic
why competition may or may not be suitable

3. RFI decision

Decide whether you would use an RFI before the RFQ.

If yes, explain:

what information you would collect
which suppliers you would invite
how you would use the RFI result
how the RFI connects to the RFQ

If no, explain why the RFQ can be prepared without an RFI.

4. Evaluation model

Create a basic supplier evaluation model.

Your model should show:

mandatory requirements
weighted criteria
scoring logic
connection between RFQ questions and evaluation
how price and non-price criteria are balanced

5. RFQ cover letter and document list

Write an RFQ cover letter.

Also include a list of documents you would send with the RFQ.

Possible RFQ documents include:

RFQ cover letter
technical specification
pricing template
evaluation criteria
delivery schedule
warranty and support requirements
Supplier Code of Conduct
General Terms and Conditions
response template
supplier declaration
implementation requirements

Advanced level deliverables

At advanced level, you should complete the basic deliverables and add deeper sourcing work.

1. High-level category strategy

Create a high-level category strategy based on fictive market analysis.

Include:

category scope
spend estimate
demand profile
supplier market overview
supplier segmentation
market trends
key risks
category objectives
sourcing strategy
recommended supplier approach

2. Project governance and sourcing schedule

Create a realistic project schedule including:

project team
decision-making group
steering group, if needed
key milestones
decision gates
stakeholder responsibilities
risk points
e-auction timeline, if relevant

3. RFI with selection criteria

Create an RFI including:

supplier background questions
capability questions
delivery capacity questions
service and warranty questions
sustainability and compliance questions
commercial questions
selection criteria
scoring model

Populate your model with fictive responses from 10 suppliers.

4. Supplier down-selection

Use the RFI result to down-select suppliers for the RFQ or e-auction.

Explain:

which suppliers are invited forward
which suppliers are excluded
the reason for each decision
how the decision is documented

5. Complete RFQ package

Develop a comprehensive RFQ package including:

cover letter
detailed specification
laptop profiles or models
pricing structure
delivery schedule
warranty and service requirements
implementation requirements
commercial terms
supplier response templates
evaluation criteria
supplier code and compliance requirements

6. E-auction preparation

If you choose e-auction as the negotiation method, explain why it is suitable.

Consider:

whether the specification is clear
whether suppliers are comparable
whether competition is sufficient
whether the award logic is transparent
whether non-price criteria are handled before the auction
whether the e-auction scope is suitable
what the starting prices and bid rules should be
how suppliers are trained before the auction

7. Negotiation plan

Even if an e-auction is used, develop a negotiation plan.

Include:

negotiation objectives
supplier-specific issues
target price or target conditions
fallback positions
non-price negotiation topics
commercial terms
warranty and support improvements
implementation commitments
decision process

8. Award recommendation

Prepare a supplier recommendation for the decision-making group.

The recommendation should include:

sourcing process summary
supplier shortlist
evaluation result
price comparison
non-price comparison
risk assessment
commercial terms
implementation plan
recommendation and rationale

Suggested evaluation criteria

The evaluation model may include the following criteria.

Technical compliance

Does the supplier offer laptops that meet the required performance, portability, battery life, security, and compatibility requirements?

Commercial competitiveness

Is the total commercial offer competitive, including laptop price, accessories, warranty, services, delivery, and payment terms?

Delivery capability

Can the supplier deliver 2,000 laptops within the required 8-week timeline?

Warranty and support

Does the supplier offer suitable warranty, service response, repair process, replacement process, and support model?

Implementation support

Can the supplier support rollout, asset tagging, imaging, deployment planning, or coordination with IT?

Supplier reliability

Does the supplier have relevant experience, financial stability, references, and sufficient capacity?

Sustainability

Does the supplier offer sustainability information, energy-efficient devices, responsible sourcing, packaging reduction, and take-back or recycling options?

Compliance

Does the supplier accept the Supplier Code of Conduct and relevant purchasing terms?

Example scoring model

A simple evaluation model could be:

Price and total cost: 35%
Technical compliance: 25%
Delivery capability: 15%
Warranty and support: 10%
Implementation support: 5%
Sustainability: 5%
Commercial terms and compliance: 5%

This is only an example. The learner should adapt the weighting to the case assumptions and stakeholder priorities.

Practical questions for learners

Use these questions to test your sourcing logic:

Is the laptop requirement specific enough for an RFQ?
Should the company buy one standard model or several user profiles?
What information should be clarified with IT before contacting suppliers?
Is there enough competition in the supplier market?
Should an RFI be used before the RFQ?
Which requirements are mandatory?
Which requirements should be evaluated through scoring?
How should price be compared?
Should accessories, warranty, support, and deployment be included?
Is e-auction suitable for this case?
What risks could affect delivery within 8 weeks?
How should the supplier recommendation be documented?

Common mistakes in this case

Mistake 1: Sending an RFQ before clarifying the requirement

The initial IT request is not detailed enough. A buyer should clarify the requirement before asking suppliers for binding offers.

Mistake 2: Treating all users as one group

Different user groups may need different laptop profiles. One standard model may simplify purchasing, but it may not meet all user needs.

Mistake 3: Comparing only laptop unit price

The buyer should consider total cost, including warranty, accessories, delivery, deployment, service, and support.

Mistake 4: Ignoring delivery capacity

A supplier may offer a good price but fail to deliver 2,000 units within 8 weeks.

Mistake 5: Weak connection between RFQ and evaluation model

The RFQ should ask for the information needed to score suppliers. If the RFQ and evaluation model are not aligned, evaluation becomes subjective.

Mistake 6: Using e-auction without preparation

E-auctions require clear specifications, qualified suppliers, comparable offers, clear rules, and non-price evaluation before the event.

Mistake 7: Forgetting implementation

The sourcing event is not finished when the supplier is selected. Delivery, deployment, warranty setup, and supplier follow-up must be managed.

How this case connects to procurement roles

Tactical procurement

This is mainly a tactical procurement case.

The tactical buyer leads the sourcing process, prepares RFQ documentation, manages supplier communication, evaluates offers, prepares negotiation, and recommends a supplier.

Procurement management

Procurement management supports the decision process, approves the sourcing tactic, ensures governance, and participates in supplier award decisions.

Operative procurement

Operative procurement may support purchase order placement, delivery follow-up, goods receipt, and supplier communication during implementation.

Where this case fits in the procurement process

The case fits the sourcing process from business need to supplier award and implementation.

It includes:

need clarification
stakeholder alignment
supplier market analysis
RFI
RFQ
supplier evaluation
negotiation
award recommendation
contract finalization
purchase order
delivery follow-up

The case can also be used to practice category management and e-auction preparation at advanced level.

The main course connection is Sourcing Process 1, because the case requires learners to apply the sourcing process in a realistic procurement situation.

Supporting courses include:

Introduction Tactical Procurement
Conducting RFQ by EFFSO
Sourcing Process 2a – Preparation
Sourcing Process 2b – Sending RFQ
RFQ Template
General Terms and Conditions
Category Management
Introduction to Procurement E-Auctions
Setting Up a Procurement E-Auction
Managing a Procurement E-Auction
Perspectives on Procurement E-Auctions

For basic level, the focus should be on sourcing process, RFQ preparation, supplier evaluation, and sourcing tactic.

For advanced level, the case should also include category strategy, RFI scoring, supplier down-selection, e-auction preparation, negotiation planning, and award recommendation.

FAQ

What is the purpose of this sourcing case?

The purpose is to practice how a tactical buyer turns an internal request into a structured sourcing process, including requirement clarification, supplier identification, RFQ preparation, evaluation, negotiation, and supplier recommendation.

Is this case basic or advanced?

The case can be used at both levels. At basic level, the learner focuses on sourcing process, RFQ, evaluation, and sourcing tactic. At advanced level, the learner also works with category strategy, RFI, supplier down-selection, e-auction, and negotiation planning.

Should the buyer use an RFI before the RFQ?

That depends on the assumptions. If the buyer does not know enough about the supplier market, available models, delivery capacity, or service options, an RFI is useful before sending the RFQ.

Is e-auction suitable for sourcing 2,000 laptops?

It may be suitable if the specification is clear, suppliers are qualified, offers are comparable, and competition is sufficient. Non-price criteria should be handled before the auction.

What should be included in the RFQ?

The RFQ should include the scope, technical requirements, laptop profiles, quantity, delivery schedule, warranty requirements, service requirements, pricing template, evaluation criteria, Supplier Code of Conduct, terms and conditions, and response format.

What is the main learning point?

The main learning point is that a buyer should not simply forward a stakeholder request to suppliers. The buyer must structure the requirement, sourcing process, supplier evaluation, negotiation, and decision material.

Conclusion

This sourcing case gives learners the opportunity to act as a tactical buyer in a realistic sourcing situation.

The task is not only to buy 2,000 laptops. The task is to turn a broad internal need into a professional sourcing process.

A strong result will show how the buyer clarifies requirements, involves IT, checks the supplier market, decides whether an RFI is needed, prepares a complete RFQ, builds an evaluation model, plans negotiation, and recommends a supplier.

At advanced level, the case also supports category strategy, e-auction preparation, supplier down-selection, and governance.

The most important learning is not the exact supplier selected. The most important learning is the sourcing logic used to reach the recommendation.

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