Annex_B.xlsx
XLSX spreadsheet 36 KB Posted
- Solicitation number
- RFI-CO-424390-PIVOT
About this file
This file is a pricing and capability assessment template (Annex B) for a NATO Request for Information (RFI) seeking Commercial Off-The-Shelf (COTS) e-procurement solutions. The RFI, numbered RFI-CO-424390-PIVOT, is issued by the NATO Communications and Information Agency (NCIA) in coordination with the NATO Digital Transformation program and is due by 12:00 hours CET on 07 September 2026. The template comprises two parts: Part 1 requests a Rough Order of Magnitude (ROM) pricing for Year 1 costs and annual average costs for Years 2-5 in EUR, with cost elements covering software/subscriptions (core platform), implementation (including integration and migration), operations/support/maintenance, change management and training delivery, and optional add-on costs. Part 2 contains an Epic-Outcome Matrix requiring vendor input across columns G-J for functional capabilities relevant to the proposed solution, with respondents instructed to complete only applicable user stories and provide comments under relevant epics.
The scope encompasses four primary capability domains: Source-to-Contract (S2C) covering intake, planning, market strategy, RFI execution, solicitation design, tender publication, and offer evaluation; Vendor Management (VM) addressing supplier onboarding, performance management, and portal collaboration; Contract Lifecycle Management (CLM) including contract creation, execution, renewal, claims management, and close-out; and Platform (PLT) services covering document management, collaboration, reporting, integrations, testing, governance, and security. The Procure-to-Pay (P2P) finance component is explicitly designated as out of scope and treated as an ERP dependency. The RFI is for market research and planning purposes only and does not constitute a request for bids or a commitment to procure, with NCIA welcoming feedback on the scoping boundary and delivery models.
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Part 1 - ROM RFI - Part 1: Rough Order of Magnitude (ROM)
Please complete the table contained in this part.
Please note all cells, except for those requiring vendor input, have been locked to editing.
| Cost Element | Cost in Year 1 (in EUR) | Cost (in EUR) in Years 2-5 (Annual Average) | Comments/Assumptions |
| Software / Subscriptions (Core Platform) | Please Describe | ||
| Implementation (incl. integration and migration) | Please Describe | ||
| Operations, Support, and Maintenance | Please Describe | ||
| Change Management and Training Delivery (Vendor-Provided) | Please Describe | ||
| Optional Add-On Costs (i.e., supplementary packages) | Please Describe |
Part 2 - Epic-Outcome Matrix RFI - Part 2: Epic-Outcome Matrix
Please complete columns G to J of the table contained in this part.
You may provide responses only for the components or functional areas relevant to your solution. Where responding to only part of this matrix, you should complete the applicable user stories and provide comments under the relevant epics, The order in which the epics are listed is not intended to pre-empt final procurement scope, contract structure or implementation order.
Please note all cells, except for those requiring vendor input, have been locked to editing.
| Capability domain | Epic code | Epic name | Business purpose | Target outcomes | Must-support capabilities | Dependencies/Integrations | Risks/Assumptions | Implementation Type | Comments |
| S2C | S2C-00 | Intake & Procurement Planning | Provide a controlled, user-friendly entry point for procurement demand, planning, requisition initiation and pre-sourcing acrivites, so that the right sourcing route is selected before significant effort is committed. | - Procurement demand is captured through guided intake that takes users from business need to a complete, approved procurement request. |
- Pre-sourcing decisions on route-to-market, templates, categories and supporting artefacts are made consistently using request type, value and urgency.
- Technical, procurement, financial and budget approvals are routed to the right decision-makers, with transparent status, audit evidence and timely escalation.
- Procurement plans, pipelines and demand consolidation give management forward visibility of upcoming sourcing actions.
- Early procurement records form a traceable foundation that feeds downstream solicitation, contract and financial processes. - Guided intake and requisition creation
- Completeness, duplicate and category checks
- Approval routing
- ERP PR and budget validation hooks
- Procurement planning and pipeline visibility
| - Functionality to track timelines to measure KPIs | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| S2C | S2C-01 | Market Strategy & Early Industry Engagement | Improve early market understanding and sourcing strategy formation before formal competition, while preserving transparency, fairness and auditability of pre-competitive engagement. | - Procurement teams develop sourcing and category strategies using structured market intelligence, supplier insights and lessons learned. |
- Early industry engagement and pre-competitive activities are planned, recorded and governed in a way that supports transparency and future auditability.
- Non-competitive and pre-competitive engagement is distinguished and controlled in line with applicable policy and access rules.
- Market findings and strategic options are reusable when shaping solicitation packages and route-to-market decisions.
- Stakeholders can compare sourcing approaches, risks and timelines before committing to a procurement strategy. - Market and category strategy workspace
- Industry event, market intelligence and supplier insight capture
- Pre-competitive engagement logs and evidence
- Strategy and route-to-market decision support
| - Reuse of strategy artefacts into solicitations | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| S2C | S2C-02 | RFI & Market Survey Execution | Run Requests for Information and market surveys consistently, so that industry input is gathered, analysed and reused for downstream sourcing decisions. | - RFIs and market surveys are prepared, approved, issued and managed through a controlled, repeatable workflow. |
- Industry responses are collected in structured formats that support comparison, analysis and evidence-based sourcing decisions.
- Clarifications, Q&A and supplier communications are fully traceable to the relevant RFI or survey activity.
- Results can be summarised and reused to refine requirements, acquisition strategy and future solicitation documents.
- Market-feedback records are retained with sufficient transparency to support internal review and audit. - RFI and market-survey preparation and publication
- Structured response collection from industry
- Q&A and communications management
- Response analysis, comparison and export
| - Traceability to subsequent sourcing events | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| S2C | S2C-03 | Solicitation Design & Configuration | Create high-quality solicitation packages using controlled templates, evaluation criteria, supporting documents and approvals before publication to industry. | - Solicitation packages are assembled from approved templates, clauses, evaluation criteria and supporting documents. |
- Requirements, lots, line items, response formats and evaluation structures are configured consistently across sourcing events.
- Internal reviews by procurement, technical, legal, finance and governance stakeholders occur through controlled workflows before publication.
- Solicitation content remains linked to the underlying intake, planning and approval records for end-to-end traceability.
- Changes to solicitation packages are versioned, approved and auditable before release to suppliers. - Solicitation package authoring
- Templates, clauses and reusable content
- Lots, line items and response forms
- Pricing and currency configuration
- Evaluation criteria configuration
| - Approval workflow and version control | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| S2C | S2C-04 | Tender Publication & Bid Management | Publish tender opportunities and manage the live bidding process in a transparent, secure and supplier-friendly way. | - Approved tenders are published to the relevant supplier or industry channels with controlled access and clear submission requirements. |
- Approved tenders can be published to configurable pools based on supplier- or requirement-specific characteristics.
- Suppliers can submit bids securely, on time and in the required structured format, including specified tender currency.
- Clarifications, amendments, Q&A and supplier notifications are managed consistently and auditable throughout the bidding period.
- Suppliers can submit F10pre-award complaints and procurement teams can manage their review, communication and resolution through an auditable process.
- Bid receipt, opening and compliance checks are controlled to protect confidentiality, fairness and integrity of competition.
- Procurement teams have visibility of tender status, supplier participation and submission completeness before evaluation begins. - Tender publication and distribution
- Separate publication options for restricted and limited competitions
- Supplier access and bid submission
- Q&A, clarifications and amendments
- Pre-award complaints management
- Deadline management and notifications
| - Bid opening, receipt and compliance traceability | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| S2C | S2C-05 | Offer Evaluation & Contract Award | Enable consistent offer evaluation, award recommendation and award decision traceability from bid receipt through contract handover. | - Evaluation teams assess offers consistently against defined technical, commercial, financial and compliance criteria. |
- Scoring, moderation, consensus, clarifications and evaluator comments are captured in a controlled and auditable record.
- Commercial, technical, legal and financial inputs are consolidated into a defensible award recommendation.
- Pre-award supplier complaints relating to evaluation, exclusion or award decisions are managed through a controlled, auditable review and resolution process prior to contract award.
- Award decisions remain traceable to the solicitation, bidder responses, evaluation evidence, approvals and bidder communications.
- Structured award data is handed over to contract creation and downstream ERP/back-office processes with validation and audit trail. - Evaluation team and role setup
- Scoring, moderation and consensus
- Clarifications and full evaluation audit trail
- Award recommendation and approval
- Pre-award complaints management
| - Structured award handover to CLM and ERP | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| S2C | S2C-06 | Catalogue & Framework Content Management | Manage catalogue and framework content so that compliant repeat purchasing and call-offs are executed from approved sources. | - Catalogue and framework content is created, approved, maintained and retired under clear governance. |
- Users can search and select approved goods and services while respecting scope, pricing, eligibility and call-off rules.
- Repeat purchasing and call-offs are accelerated through reusable, compliant catalogue and framework content.
- Catalogue, framework and supplier-content updates are versioned and auditable.
- Catalogue and framework usage data supports visibility of demand, compliance and supplier performance. - Catalogue and framework content management
- Approval and lifecycle of catalogue items
- Search, browse and item selection
- Pricing and validity controls
| - Traceability to vendor master and contracts | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| VM | VM-01 | Supplier Onboarding & Vendor Master Data | Create a reliable supplier onboarding and vendor master data foundation that is used by all sourcing, contracting and downstream financial processes. | - Suppliers can register, update and maintain required onboarding information through a controlled, user-friendly process. |
- Vendor master data is validated, de-duplicated, approved and maintained as an authoritative record for sourcing, contracting and finance.
- Risk, compliance, banking, tax and organisational attributes are captured, validated and, where applicable, screened against configured watchlists or compliance sources, with appropriate evidence and approval controls.E15
- Supplier lifecycle changes are routed to the right owners and synchronised with downstream systems where required.
- Procurement and finance users rely on consistent supplier data for sourcing events, contracts, POs, invoices and reporting. - Supplier self-registration and onboarding
- Vendor data validation and de-duplication
- Approval workflows and exception handling
- Risk, vetting and compliance attributes with evidence
- Master-data synchronisation with ERP and finance
| - Integration with market intelligence tools | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| VM | VM-02 | Supplier Performance Management & Development | Monitor and develop supplier performance using structured evidence from sourcing, contract execution and stakeholder feedback. | - Supplier performance is measured consistently against contractual KPIs, obligations, delivery evidence and stakeholder feedback. |
- Supplier scorecards, trends and issue histories provide a transparent view of performance, risk and improvement needs.
- Performance reviews and development actions are planned, recorded and followed up with accountable owners.
- Supplier performance information informs sourcing strategies, award decisions, renewals and corrective actions.
- Performance data remains traceable to contracts, deliverables, incidents and supplier records. - Supplier scorecards and rating views
- KPI and SLA tracking
- Performance feedback collection
- Issue and corrective-action tracking
| - Links to contracts, receipts and sourcing history | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| VM | VM-03 | Supplier & Nations Portal (Opportunities & Collaboration) | Provide a structured supplier-and-Nations collaboration channel for opportunities, information exchange and ongoing market engagement, with controlled access and full auditability of external interactions. | - Suppliers, Nations and relevant external stakeholders access appropriate opportunity and collaboration information through controlled channels. |
- External interactions preserve transparency, role-based access and full auditability of communications and decisions.
- Opportunity-related communications are connected to the underlying sourcing, market-engagement, supplier or contract records.
- Suppliers can maintain relevant profile, capability and collaboration information where authorised.
- Portal activity supports better industry collaboration while protecting sensitive procurement and supplier information. - Supplier and Nations portal content
- Opportunity visibility and notifications
- External user access and onboarding
- Controlled collaboration and communication
| - Links to sourcing and vendor records | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| CLM | CLM-01 | Contract Creation & Registry | Create and maintain an authoritative contract record carrying forward award outputs into structured contract execution. | - Contract records are created from award outputs with key documents, metadata, line items and ownership carried forward. |
- Contracts are maintained in a searchable, authoritative registry with current status, responsibilities and key dates.
- Contract metadata supports reporting, obligations tracking, renewals, amendments, close-out and downstream financial integration.
- Documents, versions and approvals remain traceable from award through contract execution.
- Users can distinguish active, amended, expired, terminated and closed contracts through governed status management. - Contract creation from award
- Contract registry and metadata
- Document and version control
- E-signature/counter-signature integration where applicable
| - Interfece to vendor, award and ERP objects | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| CLM | CLM-02 | Contract Execution, Obligations & Performance | Manage contract execution by tracking obligations, deliverables, milestones, service acceptance and performance evidence, coordinated with downstream P2P receiving and finance. | - Contractual obligations, milestones, deliverables, KPIs and service levels are configured, assigned and monitored during execution. |
- Responsible users receive alerts, tasks and escalation routes for upcoming, overdue, disputed or at-risk obligations.
- Delivery and service-acceptance evidence is captured against the relevant contract, PO, line item or milestone, with a clear boundary to P2P receiving/service entry where evidence is operationally captured.
- Contract performance information links to supplier performance, invoice matching, renewals and management reporting.
- Execution changes, exceptions, disputes and performance records are retained in an auditable contract history. - Obligation and milestone tracking
- KPI/SLA and performance monitoring
- Delivery and acceptance evidence capture
- Alerts and exception workflows
| - Dashboards and interfaces to VM and ERP | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| CLM | CLM-03 | Contract Renewal & Amendment Management | Control contract renewals, amendments, extensions and variations with traceable approvals and structured impact analysis. | - Renewal, expiry, extension and amendment windows are monitored proactively so that responsible users can act before deadlines are missed. |
- Contract changes are initiated, assessed, approved and recorded through governed workflows.
- Financial, scope, schedule, supplier and performance impacts are visible before renewal or amendment approval.
- Approved amendments and renewals update the contract record, obligations and downstream references where required.
- Renewal and amendment decisions remain traceable to evidence, approvals, communications and policy controls. - Renewal and expiry alerts
- Amendment and variation workflows
- Impact assessment (scope, financial, schedule)
- Version comparison and history
| - Approval and downstream update controls | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| CLM | CLM-04 | Contract Claims & Dispute Management | Manage claims and disputes under contracts through structured evidence, workflows and legal/financial oversight. | - Claims, disputes and formal contract issues are registered against the relevant contract, deliverable, supplier and event history. |
- Evidence, correspondence, internal notes, decisions and status changes are stored in a single auditable record.
- Legal, financial, procurement and contract-management stakeholders collaborate through controlled workflows and access rules.
- Commercial, schedule and performance impacts of claims/disputes are tracked and reported until resolution.
- Lessons learned from claims and disputes inform supplier performance, risk management and future sourcing decisions. - Claim and dispute registration
- Evidence and correspondence management
- Workflow and status tracking
- Legal and financial oversight
| - Interface to contract, supplier and performance records | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| CLM | CLM-05 | Contract Close-out & Termination | Close contracts and related obligations in a controlled way once delivery, invoices, payments and records are complete. | - Contract close-out readiness is assessed against obligations, deliverables, receipts, invoices, payments, claims and open actions. |
- Close-out and termination activities are managed through controlled checklists, approvals and evidence capture.
- Outstanding financial, legal, operational or supplier issues are identified before final closure is confirmed.
- Closed and terminated contracts retain complete records for audit, reporting, lessons learned and future reference.
- Contract close-out status is coordinated with downstream ERP/finance closure where required. - Close-out checklist and workflow
- Completion validation against obligations
- Open issue and financial-status checks
- Archive and final record management
| - ERP/PO closure references | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-01 | Shared Documents, Templates & Clause Libraries | Provide governed shared documents, templates and clause libraries that standardise procurement and contract content across the platform. | - Centrally governed template, clause and document libraries are maintained for solicitations, contracts, correspondence and evaluations. |
- Sourcing and contracting cycles are accelerated through reusable content, guided document assembly and standardised language.
- Templates, clauses and supporting documents are maintained, versioned, baselined, reviewed and approved through controlled workflows.
- Users find and reuse the right content while preserving mandatory legal, procurement and governance language.
- Key documents support controlled e-signature integration. - Template and clause libraries
- Version and approval control
- Document assembly
- Metadata and search
| - Links to sourcing and CLM records | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-02 | Collaboration & Communications Support | Enable secure collaboration and communications across internal users, suppliers and external stakeholders throughout the procurement lifecycle. | - Structured collaboration and Q&A capabilities support RFx, contract, supplier-management, market-engagement activities, and performance-review activities. |
- Internal collaboration is clearly separated from external supplier or stakeholder communication through role-based access and retention rules.
- Notifications, alerts and reminders are configurable across email, in-application messaging and portals.
- Contextual comments, discussions and decisions are linked to procurement, contract, supplier and performance records.
- Collaboration and communication records remain auditable and aligned with centrally managed permissions. - Internal collaboration
- Supplier and external communications
- Notifications and discussion threads
- Q&A and clarification support
| - Audit trail and retention | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-03 | Cross-cutting Reporting & Analytics | Provide cross-cutting reporting and analytics that make procurement pipeline, competition, contract performance and management controls visible. | - Dashboards and analytics provide visibility across S2C, CLM, VM and P2P, not just individual transactions. |
- Management monitors pipeline, workload, competition, delegated-authority use, contract performance, supplier performance, risk and compliance.
- Users can drill from summary analytics into underlying sourcing, contract, supplier, invoice or process records where authorised.
- Self-service, scheduled and audit-oriented reporting is configured without losing data lineage or access control.
- Reporting outputs support operational decision-making, governance oversight and continuous performance improvement. - Operational dashboards
- Pipeline and workload reporting
- Competition and award analytics
- Contract and supplier-performance reporting
- Export, drill-down and auditability
| - Claims reporting | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-04 | Integrations & Shared Reference Data | Integrate procurement capabilities with shared reference data, ERP/EBA, finance, identity and other enterprise systems, preserving data consistency and clear system-of-record boundaries end-to-end. | - Procurement capabilities integrate with ERP/EBA, goods receipt, invoice, finance and other enterprise processes to support end-to-end Source-to-Pay. |
- Supplier, contract, procurement and reference data are synchronised across systems while minimising duplication and unclear ownership.
- Shared reference data (users, organisations, cost centres, projects, categories and financial hierarchies) remains consistent across systems with clear system-of-record boundaries.
- Scalable, secure integration patterns support APIs, event-based integration, batch processing and controlled exports.
- Integration monitoring, error handling, retry and reconciliation preserve data quality and operational continuity. - APIs, events and controlled exports
- Reference data synchronisation
- Error/retry and reconciliation handling
- System-of-record governance
| - Integration monitoring and logs | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-05 | Testing, Release Readiness & Change Validation | Support controlled testing, release readiness and change validation so that new configurations, workflows and integrations can be introduced without disrupting live operations. | - Non-production environments and controlled testing capabilities support workflows, integrations, configurations and new modules before release. |
- Phased rollouts, pilot deployments and release-readiness checks allow new capabilities to be validated before broad adoption.
- Regression testing and change validation reduce the risk that new releases disrupt existing procurement, contract or finance processes.
- Operational changes can be measured against baseline process performance and user feedback before full deployment.
- Rollback, recovery and change traceability minimise operational disruption and support auditability of release decisions.
- Post go-live support. - Non-production and test environments
- Workflow, configuration and integration testing
- Regression testing and release-readiness controls
- Pilot deployment and user-feedback capture
| - Rollback, recovery and change traceability | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-06 | Governance, Controls & Workflow Configuration | Configure governance, approvals, controls and workflow rules so that procurement processes remain compliant without hard-coded customisation. | - Approval matrices, delegations of authority, thresholds and workflow rules are configured across sourcing, contracting, and supplier processes. |
- Segregation of duties and embedded compliance controls are enforced throughout end-to-end workflows.
- Mandatory review and approval checkpoints are configurable for finance, legal, security, commercial and governance stakeholders.
- Workflow variants and exceptions are managed without hard-coded customisation while preserving standard process controls.
- Approvals, decisions, exceptions, delegations and workflow actions remain fully traceable for audit and oversight. - Workflow configuration
- Approval and delegation rules
- Gate and threshold controls
- Segregation of duties
| - Audit and change history | - Describe any dependencies/integrations you foresee to implement your solution. | - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. | - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this. | ||
| PLT | PLT-07 | Security, Access Control & Audit Logging | Protect procurement data and processes through role-based access, secure external access and comprehensive audit logging. | - Enterprise identity integration supports Single Sign-On, federated identity and directory services for internal and external users. |
- Role-based and attribute-based access controls are configurable across procurement, finance, legal, security, supplier and operational user groups.
- Record-level and field-level security protects commercially sensitive, financial, contractual and supplier information.
- Comprehensive audit logging captures user access, configuration changes, approvals and transactional activity.
- Security monitoring, compliance reporting and incident investigation are supported through searchable and retained audit data. - Role-based access control
- External user security
- Segregation of duties
- Audit logs and retention
- Security reporting - Describe any dependencies/integrations you foresee to implement your solution. - Describe any risks identified or assumptions made that relate to the implementation of the proposed solution. - Describe how your solution facilitates the listed target outcomes, including where it may fall short and how you would address this.
Dropdowns
| Implementation Type |
| Out-of-the-box (OOTB) |
| Configuration |
| Customization |
| Third-Party Extension |
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