The RFP Process: Responder’s guide win more RFPs

If you’ve ever stared down a complex RFP, wondering, “Why do they want this? Who even wrote this thing?”, you’re not alone. 

Responding to an RFP isn’t just about checking boxes or writing polished paragraphs—it’s about understanding what the issuer is really looking for beneath the formalities.

The truth? 

RFPs are created by people. Busy people. People juggling internal politics, deadlines, and limited information. If you want to win, you need to see the process from their side—not just follow the instructions.

Let’s break down how RFPs are created, step by step, and what you should be thinking about at each stage. 

This isn’t just a process guide—it’s a peek behind the scenes. Let’s walk through what happens from the moment someone decides they need outside help to the point where a vendor is finally selected. 

Along the way, we’ll look at how you can read between the lines, align with the right priorities, and submit proposals that actually resonate.

How are the RFPs created? The complete RFP process

1. Identifying the Need

The process of creating an RFP begins when an organization identifies a need that they can’t fulfill internally. This could be for a service, product, or specialized expertise. The organization recognizes that they need external help or a solution and decides that an RFP is the best way to find a supplier or service provider.

This step involves:

• Problem identification: Understanding what the organization’s needs are and why external help is necessary.
  
• Budgeting: Establishing a budget for the project or service.
  
• Goal setting: Defining what success looks like for the project or service.
  

2. Defining the Scope and Objectives

Once the need is identified, the next step is to clearly define the scope of work and project objectives. The issuer will outline what they expect from potential suppliers, including the specific outcomes they are looking for.

Key details might include:

• Project goals: What the organization wants to achieve (e.g., improve efficiency, reduce costs, increase customer satisfaction).
  
• Scope of work: The specific tasks, deliverables, and timelines for the project.
  
• Key requirements: Any essential qualifications, technologies, or services the issuer requires from responders.
  

This stage sets the foundation for how the proposal responses will be evaluated.

3. Developing the RFP Document

After defining the project’s scope and objectives, the organization moves into the development of the actual RFP document. The document will include all the necessary information for suppliers or service providers to prepare their proposals.

The RFP document typically includes the following:

• Introduction: An overview of the organization and the project.
  
• Scope of work: Detailed explanation of what the organization is asking for.
  
• Timeline: When the project is expected to start, the major milestones, and the final delivery date.
  
• Evaluation criteria: How the responses will be evaluated, including the importance of certain factors like experience, cost, and proposed solutions.
  
• Submission instructions: A guide on how responders should submit their proposals, what format to use, and the deadline for submission.
  
• Terms and conditions: Any legal, contractual, or compliance requirements that responders must be aware of.
  

The goal during this stage is to ensure clarity and transparency, so that potential responders can fully understand what is expected of them.

4. Approval and Finalization

Once the RFP document is drafted, it typically undergoes an internal approval process. This can involve reviewing the document for clarity, completeness, and alignment with the organization’s needs. Multiple departments (e.g., legal, finance, procurement) may need to sign off on the document.

After getting all the necessary approvals, the final version of the RFP is ready to be issued.

5. Issuing the RFP

After finalization, the RFP is sent out to potential responders. This could be done via direct invitations to known suppliers, through an open procurement platform, or by posting the RFP on the organization’s website.

Issuers typically give responders a set period (often several weeks) to ask questions and submit their proposals. This ensures that potential suppliers have enough time to thoroughly review the document and seek any necessary clarifications.

6. Monitoring and Responding to Inquiries

Once the RFP is issued, responders may reach out with questions or requests for clarification. It’s common for the issuer to set up a specific time window for these questions and to provide answers that are shared with all potential responders.

The issuer may release addenda or updates to the RFP to address these questions or make minor changes to the document. This ensures that all potential suppliers are working with the same information.

The RFP Process: Responder’s guide to win more RFPs

1. It Starts With a Problem

Behind every RFP is someone with a problem they’re trying to solve. Maybe something’s broken. Maybe growth is outpacing their current systems. Maybe leadership is demanding results fast. The RFP is the formal output of a very human moment: “We need help.”

And most of the time, that need has been simmering for a while before it turns into an official document. People inside the organization have been discussing it, struggling with it, maybe even fighting over it.

If your proposal can tap into that original frustration or ambition, and show you get what’s really at stake, you instantly stand out. Vendors who focus only on technical requirements miss the bigger picture. The best responses sound like, “We understand why you’re doing this, and here’s how we’ll help you win.”

2. Requirements Are Often a Group Project

The scope of work you see in the RFP? That’s usually the result of multiple teams chiming in. IT wants one thing. Legal wants another. Procurement adds their own filters. The result can feel overcomplicated or even a bit inconsistent.

This doesn’t mean the issuer is confused—it just means you’re looking at a consensus document. That also means different people will be reading your proposal with different concerns in mind.

You’re not writing for one person. You’re writing for a committee. So speak to multiple perspectives. Show that you’re not only technically solid but also compliant, efficient, and low-risk. If you can anticipate what matters to each type of stakeholder, you make it easier for the group to agree on you.

3. The RFP Might Be Rushed

Deadlines are real. And often, whoever is tasked with writing the RFP is doing it on top of their actual job. They’re under pressure to get it out the door. So yes, some RFPs are stitched together quickly, using old templates or recycled language.

That’s why you’ll sometimes find contradictions, missing context, or unclear requirements. Don’t assume it’s a trick or that you’re supposed to magically know the missing details.

Instead, see this as a chance to lead. Ask thoughtful questions during the clarification period. Offer better ways to approach the problem, if it makes sense. Helping the issuer refine their own thinking—without being pushy—can position you as not just a responder, but a partner.

4. Not Every RFP Is a Clean Slate

Sometimes an RFP is a true open call for new ideas. Other times, it’s more of a formality—they might already have a preferred vendor in mind or are required by policy to collect competitive bids.

That doesn’t mean you’re wasting your time. It means you need to recognize the tone and positioning. If you’re an outsider, your edge is clarity. Simplicity. Relevance. You might not have history with them, but you can show up with fresh thinking and a smoother path to results.

And remember, even if you don’t win this one, a strong proposal can still put you on their radar for next time—especially if the “preferred” vendor doesn’t deliver as promised.

5. The Clarification Period Is More Than Just Logistics

This is often one of the most underutilized parts of the process. The Q&A period isn’t just for checking deadlines or asking if attachments should be in PDF. It’s a chance to stand out.

Issuers do notice which vendors ask smart, strategic questions. The way you frame your inquiries can actually influence how they think about the project. It also shows you’re paying close attention, which is a subtle way to demonstrate reliability.

Even if the answers are shared anonymously, your name is getting remembered.

6. Submitting Is a Test in Itself

By the time you’re putting the final touches on your response, the client is gearing up for review. That means they’ve booked meeting rooms, scheduled evaluation calls, and set deadlines for their own internal scoring.

If your submission is late—or messy—it’s more than just annoying. It signals that you might be hard to work with. One missing document, one wrong file format, and you might get tossed out before anyone even reads what you wrote.

Submit early. Triple-check requirements. Label files exactly as requested. Being buttoned-up in the little things goes a long way.

7. The Evaluation Isn’t Just About You

It’s easy to think your proposal is being judged in a vacuum. But in reality, it’s being compared side-by-side with others. And each evaluator is bringing their own lens to the table: cost-conscious, innovation-focused, risk-averse, detail-oriented.

Some are scanning for pricing. Others are reading for strategy. Some are just checking that you followed instructions.

Make your proposal easy to navigate. Use clear headers, visuals if allowed, and an executive summary that connects your offer to their bigger goals. The easier it is to read, the better your chances.

8. Shortlisting Is About Chemistry, Too

If you make the shortlist—congrats. That means your proposal passed the paper test. Now it’s about real human interaction. Live presentations, interviews, demos—this is where they’re evaluating the people they’ll actually be working with.

This isn’t the time to regurgitate your proposal. Show up with energy. Adapt based on what you’ve learned. Speak to their concerns directly, and bring your team into the conversation. Clients are picturing what it would be like to work with you every week. Make that easy to imagine—and appealing.

9. Negotiation Isn’t Just Price Haggling

Getting selected doesn’t mean you’re done. Most projects still go through some negotiation—on price, scope, deliverables, or legal terms.

This is where you need to be both confident and collaborative. Know what you can flex on and where you draw the line. But also listen. The way you handle this phase can either confirm their decision or start raising doubts.

Be transparent. Be fair. And stay focused on value—not just cost.

10. Winning Is Just the Beginning

Once the contract is signed, the client wants results fast. They’ve already invested a lot of time in the process, and now they need to show progress.

Everything you promised in your proposal? Time to deliver. The onboarding phase is your chance to build real momentum. Clear communication, fast wins, and a smooth kickoff can turn a one-time project into a long-term relationship.

That’s the real win.

Final Thoughts

At its core, an RFP is a story about people trying to solve a problem. The more you understand that, the better your responses will be.

It’s not about outsmarting the process or gaming the system. It’s about showing that you get it—that you understand the challenge, respect the process, and can be counted on to deliver.

If you can make your response feel less like a pitch and more like a conversation, you’re not just another vendor. You’re the partner they’ve been hoping to find.