What three-letter acronyms are associated with unpleasantness or even dread? Depending on the situation, we might universally include the IRS and then add DMV, MRI, IOU, HOA, and TSA. But for those in fields with high-stakes procurement, an RFP may cause even more anxiety. 

Unlike the other acronyms, though, this one comes with commitment. In fleet, issuing an RFP is more than picking the lowest bidder. Like marriage, it’s about transparency, alignment, and risk mitigation.

In this article (Part 1 of 2), we’ll cover the most important phase of the process: what to do before the RFP is issued. The success of the proposal, whether business or personal, depends on the groundwork laid before anyone gets down on one knee.

Start with Research 

Before you even think about drafting an RFP, take a step back. The best RFPs don’t start with templates; they start with research. The market and technology move quickly, and you need to be up to speed before putting pen to paper. 

Actionable steps for effective pre-work:

• Research market dynamics to stay ahead of emerging trends, whether it’s EV integration, telematics, or fleet management information systems (FMIS). 

• Explore new suppliers or innovative solutions that could shake up your current fleet strategy. 

• Consult industry reports and case studies to understand what’s been working for similar fleets. 

This foundational work ensures your RFP reflects not just what you need, but also what’s possible. 

Cautionary Fleet Tale: Gaining Internal Alignment

An RFP that is drafted without internal alignment is doomed from the start. Every stakeholder in your organization must be on the same page before you even draft the first question. 

Fleet industry consultant Diana Holland shared a cautionary tale about the risks of bypassing internal alignment during an RFP process:

A seasoned fleet manager overseeing 1,700 trucks confidently launched an RFP to evaluate and potentially replace the company’s fleet management company (FMC). Backed by the VP of operations, he leveraged templated questions, conducted supplier interviews, and led a well-structured review process. With input from sourcing, HR, operations, and finance, he built a strong case for switching providers.

However, when he presented his recommendation to the executive committee, the CEO unexpectedly shot it down, not because of the suppliers but because of a contract clause. The incumbent FMC had a long-standing indemnity clause that the CEO was unwilling to lose. The clause had been quietly grandfathered into the agreement years earlier, and no one involved in the RFP had flagged it as a potential barrier.

“He did everything right, except secure executive alignment from the start,” said Holland. “The CEO’s red line wasn’t about performance or pricing; it was about a legal clause that should’ve been flagged on day one.”

Holland said the lesson is clear: Before launching an RFP, especially one that could trigger a supplier switch, stakeholders at the highest levels must be consulted, not just informed. That includes identifying any legacy agreements or contract non-negotiables that could override the best-laid sourcing strategies.

An Alignment Checklist

What does alignment look like? 

Start by identifying the problems you’re solving. What pain points exist in your fleet’s operation? Is it route optimization? Rising service costs? Unpredictable maintenance schedules? 

Next, address internal “sacred cows.” Are there non-negotiables, or key relationships with suppliers you’re hesitant to disrupt? Call these out early. 

Gauge openness to change: Is this RFP about transformation, or are you just checking a procedural box? Be brutally honest with yourself and your team. 

RFI vs. RFP vs. RFQ: What Works When

Understanding the differences between an RFI, RFP, and RFQ is essential for structuring a procurement process that matches your fleet’s needs and stage in the buying journey.

Request for Information

An RFI is typically used early in the process, when the buyer is still gathering ideas and exploring what’s available in the market. It’s a high-level, exploratory tool that helps you learn about potential vendors, their capabilities, and broad solution offerings. 

The goal of an RFI isn’t to select a partner, but to understand your options. Supplier involvement is relatively low, as vendors use this opportunity to introduce themselves and highlight their value propositions. RFIs are generally quick to produce and review and often produce a shortlist of suppliers who may be invited to participate in a future RFP or RFQ.

If you’re unclear about what’s available on the market, an RFI acts as a fact-finding mission. It helps you learn more about supplier offerings without committing prematurely. 

Request for Proposal

An RFP comes into play when the buyer has a specific problem to solve and is seeking a tailored solution. It is a more complex and time-intensive document that asks suppliers to submit detailed proposals, often including pricing models, service-level expectations, timelines, and implementation strategies. 

RFPs require significant internal alignment and collaboration, both to build and to evaluate. Supplier engagement is high, as vendors must customize their responses to meet the buyer’s specific needs. The evaluation process focuses not just on pricing, but on overall value, fit, and differentiation. The typical result is a selection based on who offers the best comprehensive solution.

Request for Quotation

An RFQ is best used when the buyer knows exactly what they want, whether it’s a specific product, service, or deliverable, and is simply looking for the most competitive price and delivery terms. RFQs are straightforward and efficient, with vendors responding to a precise scope. 

Evaluation is primarily cost-driven, with suppliers selected based on pricing, lead time, or other defined criteria. These are quick-turnaround requests with minimal complexity.

Choosing the right document, whether RFI, RFP, or RFQ, depends on how much you know, how much support you need from suppliers, and how nuanced the solution must be. Using the right tool at the right time ensures a more productive sourcing process and better outcomes for your fleet.

Cautionary Fleet Tale: Avoiding an Overbuilt RFP

In another true fleet tale, Holland recounted how a well-intentioned procurement effort ballooned into a costly delay due to an overbuilt RFP. 

A category manager at a fast-growing home healthcare provider, whose fleet had scaled from 80 to 750 vehicles in two years, set out to launch a comprehensive RFP for a new fleet partner. He gathered templates from multiple sources, including NAFA and various suppliers, and built an RFP spanning 25 pages and more than 200 questions.

The RFP included highly technical and compliance-heavy questions, many of which were irrelevant to their non-regulated fleet of sedans, SUVs, and minivans.

Seven suppliers received the document; five responded. The initial 90-day review timeline quickly unraveled. It took four months to sift through dense submissions and clarifying questions, another two months for finalist meetings, and a final month to reach internal consensus.

As a result, what was meant to be a three-month process took nine months, delaying the new program’s cost-saving benefits. Holland estimates the organization lost over $1 million in savings due to the delay, not to mention the staff time spent reviewing off-target responses.

“The RFP was so bloated it buried the priorities,” said Holland. “A focused RFP gets you to value faster. A bloated one costs you more than just time.”

The takeaway: A shorter, targeted RFP aligned to fleet size and needs is more effective and more actionable than one that aims to cover every possible scenario.

Ask Smart Questions for Better Responses 

A vague RFP delivers vague responses. If your question says, “We need route optimization,” don’t be surprised when you get generic solutions that fail to impress. Be specific about your needs and outcomes. 

Instead, build a checklist of “must-achieve” metrics for suppliers to address within their proposals, such as: “Implement route optimization software that reduces idle time by 15% within six months.” 

Providers can only offer meaningful solutions if your RFP includes clear, measurable expectations. This not only enhances the responses you receive but saves time during the evaluation phase. 

Manage Politics & Relationships 

RFPs aren’t conducted in isolation; they send signals across your supplier network. What are you signaling? Are you open to change, or just fishing for intel? (if the latter, see RFI instead.)

Best practices for navigating the politics of RFPs:

• Communicate clearly with current suppliers. Explain whether the RFP signals potential change or a status quo evaluation. Ambiguity creates unnecessary tension. 

• Don’t RFP a category you won’t switch. If it’s impossible to change suppliers, skip the RFP entirely. A hollow process damages credibility. 

• Bridge the gap with procurement. Fleet and procurement teams often speak different languages. Align on criteria beyond pricing. Highlight innovation, reliability, and strategic fit. 

Politics and relationships within the supplier market can make or break your RFP outcomes. Treat them with respect. 

Leverage Industry Resources & Templates 

Why reinvent the wheel when the industry has plenty of tools and resources available? 

Go-to resources for fleet RFPs:

• NAFA templates for structured RFPs tailored to fleet management. NAFA’s library not only has templates for 13 different areas of procurement but also a sourcing glossary of purchasing terms with hundreds of entries. 

• FMC-supplied templates, often geared towards specific categories like vehicles, fuel, or maintenance contracts. 

• Third-party consultants can facilitate workshops or provide targeted advice. 

Even with a template, always customize it to suit your unique context. Generic language delivers generic results. 

Foundations for a Great RFP

When done right, a fleet RFP isn’t just a formality; it’s a strategic tool that solves real problems and strengthens supplier partnerships.

But getting those results doesn’t start with the questions you ask vendors, it starts with the conversations you have internally, the clarity of your goals, and the discipline to keep your process focused.

In Part 2 of this series, we’ll explain how to structure your RFP for maximum impact. We’ll also explore smarter, outcome-based questions, how to guide suppliers toward the solutions you actually need, and how to build an evaluation process that leads to confident, defensible decisions.