Approve the vendor decision—not just the vendor’s proposal.

Define what the organization must be able to do after the decision: serve users, protect access, recover information, support a bilingual workforce, or complete a planned change. Product features matter only where they support that obligation.

• Required outcome and decision date
• People and systems affected
• Constraints that cannot be delegated to the vendor

A proposal describes what a supplier intends to provide. It does not automatically define who approves changes, manages identities, verifies backups, owns documentation, or coordinates another provider. Put those responsibilities beside the commercial offer before comparing price.

Ask what must already be true for implementation to work, which integrations or internal roles are assumed, how data can be retrieved, and what assistance is available at renewal or exit. This is continuity planning, not an assumption that the relationship will fail.

• Migration and onboarding inputs
• Data export and administrative access
• Knowledge transfer and termination responsibilities

The approval should state why the option fits, what remains unverified, who accepts delivery, and when leadership will review results or changing assumptions. A signed order without that context is a purchase record, not a technology decision.