Process

In design-bid-build the buyer contracts design first, then competitively bids construction to a separate seller, keeping control but adding handoffs and time. In design-build one seller is accountable for both design and delivery, which shortens duration and places integration risk on the seller.

That organizational procurement policy permits sole sourcing and that a documented justification (e.g., unique capability, urgency, compatibility) is approved by the proper authority. Speed alone does not bypass the procurement process.

Splitting procurement into phases (e.g., discovery, prototype, full delivery) lets the buyer learn, validate the seller's capability, and exit or re-scope at each decision point before committing the full contract value.

In staff augmentation the supplier provides people whom the buyer directs, so the buyer carries delivery risk. In an outcome-based engagement the supplier is accountable for agreed results or service levels and manages its own team.

A periodic, structured rating of a supplier against agreed KPIs such as on-time delivery, defect rates, responsiveness, and cost adherence. Shared with the vendor, it drives improvement conversations and informs renewal or future source selection.

Review the performance data and raise it with the vendor in a performance review, agreeing a corrective plan collaboratively. Formal remedies such as claims or termination come only if collaboration fails and the contract supports them.