Laxyip Sovereign Intelligence

Procurement Intelligence

Procurement Intelligence — Internal Playbook

This page is an internal team playbook for operating the Procurement Intelligence system: where to start, what to do each month, how to interpret tiers and table fields, and how to assign ownership and track outreach.

Where to start: Open the Intelligence Dashboard and work through the monthly checklist below.

Monthly workflow checklist

  • 1) Intake and triage (Day 1–2): Review the latest brief and opportunities table in the Intelligence Dashboard. Confirm what is new, what changed, and what is expiring soon.
  • 2) Prioritize (Day 2): Sort by Tier, then by expiry and PSIB relevance. Select a short list for action this month (Tier 1 first).
  • 3) Assign owners (Day 2): Assign a single accountable owner per opportunity (see “Assign owners and track outreach”).
  • 4) Prepare (Day 3–5): Update capability statement positioning for the selected service area(s). Confirm past performance examples, delivery geography, and any partnership needs.
  • 5) Find the buyer (Week 1): Identify the most likely buyer contact(s) and validate the department/unit alignment.
  • 6) Outreach (Weeks 1–3): Execute outreach and follow-ups on the recommended cadence. Log every touchpoint.
  • 7) Weekly review (Weekly, 30 minutes): Review open opportunities, unblock owners, and update next actions.
  • 8) Month-end close (Final week): Mark outcomes (meeting booked, referral, not a fit, no response). Capture lessons learned and update assumptions (renewal probability, entry points, buyer unit).

How to interpret Tier 1 / Tier 2 / Tier 3

Tier 1 — Execute now

High-probability near-term action. Clear buyer signal, clear service fit, and a realistic entry point in the next 30–90 days (expiry approaching, repeat purchasing pattern, or an active procurement pathway).

  • Assign an owner within 48 hours.
  • Complete buyer identification and first outreach in Week 1.
  • Maintain weekly follow-up until disposition.

Tier 2 — Prepare and position

Recurring demand is evident, but timing or procurement vehicle requires preparation (capability statement alignment, past performance framing, partnership, registrations, or relationship-building before the next cycle).

  • Assign an owner and a “prep by” date.
  • Complete readiness tasks this month; outreach may be lighter and more informational.

Tier 3 — Monitor

Early signals only. Track for pattern confirmation, buyer unit clarity, or future procurement triggers. Use for learning the landscape and building a watchlist.

  • No outreach unless a clear trigger appears.
  • Re-evaluate monthly; promote to Tier 2/1 when evidence strengthens.

How to use the opportunities table fields

Use the table to move from “interesting data” to “assigned actions.” The fields below should be reviewed in order.

Department

Who is buying. Confirm the department/agency and, when possible, the specific branch/unit. Use this to route outreach to the correct buyer community.

Service

What is being purchased in plain language. Map it to your service lines and to the language you will use in outreach and capability statements.

Incumbent

Who currently holds the work (when available). Use this to understand likely renewal dynamics, subcontracting/partnering options, and differentiation.

Value

Contract value (or value band). Use this to size the opportunity, determine internal effort level, and decide whether partnering is required.

Expiry

End date or estimated expiry. This is a primary timing signal. Outreach is typically most effective before renewal or re-compete planning begins.

PSIB relevance

Whether the opportunity is likely connected to Indigenous procurement requirements (e.g., set-aside indicators, Indigenous procurement language, or a department’s PSIB delivery pressure). Use this to shape the compliance and value narrative.

Entry points

The recommended approach for getting traction (examples: pre-renewal conversation, capability introduction to the program area, subcontracting discussion with incumbent, or monitoring for a specific procurement vehicle). Treat this as the “first move.”

Next action

The concrete step to take now (identify buyer, send intro, request a 15-minute call, prepare a one-page capability insert, confirm procurement vehicle, etc.).

Assign owners and track outreach

Every opportunity must have a single accountable owner and a simple outreach log. If multiple people contribute, one person still owns the outcome and next action.

  • Owner: accountable for next action and weekly status.
  • Support: provides technical input, past performance examples, or introductions.
  • Status: Not started → In progress → Waiting on buyer → Meeting booked → Closed (won/lost/not a fit).
  • Outreach log (minimum fields): date, channel, contact, message summary, outcome, next action date.
  • Evidence: attach or link to emails/notes so the team can pick up continuity.

Recommended cadence

Weekly

  • 30-minute pipeline review: Tier 1 progress, blockers, next actions.
  • Send follow-ups for open threads (keep messages short and specific).

Monthly

  • Intake new brief/table; re-tier opportunities.
  • Choose the month’s Tier 1 list and assign owners.
  • Close out stale items with a disposition and lesson learned.

Quarterly

  • Review which departments are responding and refine targeting.
  • Update capability statement language and proof points based on buyer feedback.

Definitions and glossary

  • Procurement intelligence: the repeatable practice of turning public procurement data into prioritized outreach actions.
  • PSIB: Procurement Strategy for Indigenous Business; federal policy requiring departments to meet Indigenous procurement targets (including the 5% minimum).
  • Incumbent: the current vendor delivering the service.
  • Expiry: the contract end date (or estimated end date) that often signals renewal or re-compete planning.
  • Entry point: the most practical first move to start a buyer conversation or position for a future procurement.
  • Renewal probability: an internal estimate based on buying patterns, contract structure, and incumbent dynamics (not a guarantee).

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