WAN Services /

The ABCs of preparing thorough RFPs

By Lisa Pierce
Network World, 07/23/01

Is it wise to submit requests for proposal?

To quote a client of mine: "If I renegotiate a contract without going through the RFP process, I'll save 10% compared to what I currently pay. But if I issue an RFP, I'll save 40%."

The quality of the RFP is important, of course. I've never seen a case in which a provider's response to an RFP was of the same quality, or better, than the quality exhibited in the customer's RFP. Hastily compiled RFPs also require customers to spend an inordinate amount of time gathering and evaluating follow-up information from bidders.

Key RFP elements for a WAN include the following:

The customer should create a statement of values. For instance: Does the customer rate network performance over provider responsiveness or availability over price? In concert with key user departments, the WAN team should develop a consensus and weigh the factors - totaling up to 100%. This is the most important element of the RFP process because it will provide customers with critical information to determine how many of its values are shared by various bidders. Waiting to discuss this until the contract-negotiation stage is far too late.

The RFP should describe the customer's network and applications - the number of sites, current configurations (ports, circuits, committed information rates, etc.), applications used today and any planned additions, as well as future business endeavors that affect the network, such as an expansion. An appendix should include the current configuration by site (street, city, state or Common Language Location Identification code).

Include a timetable that specifies the date the RFP is issued, the date questions are due from providers, the final date responses are due, the week that initial cuts will be made, and the week that second-cut provider presentations will be held. In addition, include the date the bid will be awarded, the date the contract will be finalized, the date initial cutovers will commence, and the date the final cutover will be completed.

Seek a description of the provider's network and offering. This should include the network resources that are owned and operated; methods to ensure redundancy and survivability; number and makers of domestic edge and core service switches; interconnections to other services; types of back-up services; types of access supported for primary and back-up services; and a list of features.

The list should include:

The provider's detailed architectural schematic and a detailed cut-over/implementation plan.
The provider's one-time and monthly recurring access, primary and back-up services prices.
At least four pertinent current customer references, meaning that they are of similar size and geographic distribution.
The provider's customer service and support availability, presales and post-sales. The number of people assigned to handle the account, their departments and how many other customers each supports.
The provider's performance metrics (those actually achieved and warranted), installation and maintenance service-level agreements, network management capabilities, number and locations of network operations centers and hours of operation. Escalation policies and procedures should be fully delineated. What functions does the provider outsource to other companies? Providers often fail to disclose if and when they outsource, so it is also important to know the identities of those companies.

Ask what ordering, billing and customer support/trouble reporting systems are used by the provider, Many providers are moving to e-service architectures, but customer satisfaction with these platforms is mixed.

Finally, request an example of the provider's standard contract, including default terms and conditions.