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The normal way to solve this in government and big dumb companies (which issue RFPs) is to have one domain-specific expert firm awarded an RFP management contract, recusing itself from the actual implementation contract, which then specifies what will be in the RFP. Judging the proposals is a combination of the client and process-management contractor, and in some, the management contract manages the ongoing relationship with the contractor as well.

It's inefficient for best case (you have 2 contracts instead of one), but solves a lot of worst-case problems (bribery or incompetence leading to a rigged bidding process, companies awarding themselves contracts, or buying a perfect but wrong thing).

I'm not sure of the background of the author, but RFPs are standard in a lot of domains.




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