The process used to bring in specialist work where the capability does not exist internally and hiring for it is not warranted. Covers scoping the requirement, selecting a contractor, briefing, managing revisions and accepting delivery.
Obtain a finished asset delivered to specification and in the formats required downstream, without an extended revision cycle.
| Stage | Action |
|---|---|
| 1 | Define the capability gap and the standard required |
| 2 | Source and evaluate candidates against that requirement |
| 3 | Select on fit for the brief rather than on general portfolio quality |
| 4 | Issue the brief with requirements and deliverables specified |
| 5 | Review initial concepts against the brief |
| 6 | Consolidate stakeholder feedback into a single response |
| 7 | Manage the revision and approval cycle |
| 8 | Accept delivery of final assets in the required formats |
Stage 6. Multiple stakeholders sending direct and uncoordinated feedback is what turns a two-round project into a six-round one. The contractor cannot resolve contradictions between people they do not report to. Feedback is routed through one point, reconciled, and issued as a single instruction.
Stage 8. Assets delivered in the wrong format have to be recreated later at full cost. The requirements for packaging, marketplace listings and brand registration are known at the point of commissioning, so formats are specified up front.
The deliverable in this case was creative work. The process is procurement: scope a requirement, source and select a vendor, brief them, control revisions and accept delivery against specification. The same sequence applies to an inspection service or a production run.