10 Critical Mistakes Automation Technology Buyers Make Before Requesting a Quote

[Ahmet Ö.]

## 10 Critical Mistakes Automation Technology Buyers Make Before an RFP

We explain why strategy is more effective than software in ensuring automation investments deliver operational value.

Automation technology purchasing mistakes often don't stem from choosing the wrong hardware or software. These errors occur much earlier, when companies begin the RFP (Request for Proposal) process without clear strategic alignment, operational objectives, or a shared vision for transformation.

### Current Changes and Challenges in Automation

Industrial environments are undergoing unprecedented change with rapidly evolving technologies such as robotics, AI-powered control systems, digital twins, and integrated automation platforms. While suppliers promise end-to-end visibility, predictive decision-making, and autonomous operations, the pressure to move quickly to compete is increasing.

However, most buyers, throughout their careers, have limited experience with business models, often remaining in the same facility, industry, or level of automation maturity. This makes it difficult to gain a comprehensive perspective on the best automation strategies across different industries.

### Viewing Strategy as an Outcome, Not a Starting Point, for RFPs

Many organizations view the RFP as a complementary phase, not the beginning of strategic planning. Focusing on current operational problems and technical specifications leads to anticipated errors and cost increases. Here are 10 common mistakes automation buyers make before an RFP, and how a correct strategic approach leads to more robust results:

1. Starting with Business Outcomes, Not the System
- Instead of starting with technology-focused statements like "Robotics are needed" or "An AI-powered control platform is required," operational goals such as high throughput, reduced downtime, and increased safety should be defined first.

2. Mistaking Today's Problems for Real Problems
- Visible issues like labor shortages or production bottlenecks are often indicators of weak workflows or unclear decision-making mechanisms. Without addressing underlying issues, automation can accelerate existing problems.

3. Assuming Technology Will Fix Broken Processes
- Automation speeds up poorly designed processes. Without re-engineering workflows, automation becomes a faster repetition of inadequate models.

4. Failing to Define the Target Operating Model
- If the future operational model is not clearly defined, current practices get confused with future goals, leading to conflicting expectations from suppliers.

5. Allowing a Single Department to Drive the RFP
- Allowing a single department, such as engineering, IT, or operations, to manage the process can lead to weaknesses in system integration. Cross-functional alignment is critical.

6. Overloading on Feature Lists, Neglecting Decision Support
- Detailed technical specifications do not improve decision quality. Evaluating based on the capacity to improve operational decisions is more effective.

7. Viewing Change Management as a Post-Selection Issue
- Change management should be seen as strategic preparation, not just an implementation phase. Workforce skills, workflows, and cultural adaptation should be addressed early.

8. Assuming Data Is Good Enough
- Automation systems cannot perform without accurate and consistent data. Data maturity should be assessed early, and improvements planned.

9. Viewing the RFP Solely as a Documentation Tool
- The RFP should be part of a strategic decision-making process; assumptions should be tested, and priorities clarified.

10. Rushing to Appear Progressive
- Issuing an RFP without strategic alignment provides short-term momentum but leads to delays, revisions, and performance losses in the long run.

### Conclusion

Failures in automation technology are often not about choosing the wrong supplier, but about a lack of strategic preparation in a complex and rapidly changing environment. A strategy-driven approach ensures that automation investments serve long-term goals, improve performance, and create sustainable value.