Acquisition Planning - 301

(Revised: 03/2024)

Start Planning Early

Acquisition planning commences with a legislated directive or when a concept or a need is identified.

Acquisition planning includes identification of:

• What is needed
• When it is needed
• How it will be acquired and by whom
• Approvals needed.

Planning the purchase should begin at the earliest practicable time. The amount of time necessary for the planning process is dependent upon the dollar value, risk, complexity, and criticality of the proposed purchase. Also, the purchase must be classified (IT/non-IT and goods/services) and a decision made on the acquisition approach (competitive, non-competitive, or using an existing source such as a state program or an LPA).

If the acquisition includes the purchase or use of Generative Artificial Intelligence (GenAI) please refer to Chapter 23.

Purchase Request Review

The first step in conducting a procurement is the initial review of a purchase request (purchase requisition, purchase estimate, etc. depending on what the department’s policies and procedures are regarding the necessary documentation to be submitted to the procuring office). Reviewing the request in terms of the following information will assist in determining any impact in relationship to procurement planning and scheduling activities.

Departmental review and approvals:

• Have the proper approvals/approval signatures been secured?
• Is the request in compliance with equipment standards?
• Does the request require any department technical review?
• Is there documentation in sufficient detail to support and justify conducting the procurement?
• Are there any program schedule requirements, special delivery instructions, time constraints, etc.?

Funding authority:

• Is the procurement scheduling and planning effort limited by:
  • Budgetary constraints?
  • Federal funding limitations and/or restrictions?
  • Availability of current and future year funding?
  • Timing constraints impacted by the availability of fiscal year funding?

External reviews, waivers and/or approvals:

• What is required by law, regulation or policy?

Coordination within the department for a particular project:

• Have all impacted issues been addressed?
• Are corresponding program areas onboard (so that nothing is overlooked – either from a technology perspective or a program perspective).

Legal Participation

Legal participation should be sought as early in the procurement as possible.  Purchasing activities that benefit from legal staff participation may include but are not limited to the following:

• Purchases that have a history of protests or litigation.
• Large scale IT integration projects.
• Conflict of interest issues.
• Follow-on contracting issues.
• In any purchase where suppliers are using an attorney.