Writing a ringi for outsourcing

Explain what makes internal delivery difficult

Identify whether the shortage is time, staffing or specific expertise. A temporary peak and an ongoing need may justify different proposals. Instead of saying the organization cannot do the work at all, identify what can remain internal to help narrow the outsourcing scope.

Separate scope, deliverables and responsibilities

Distinguish the work requested, the deliverables expected and the checks performed internally. Do not present the number of revisions or a delivery date as agreed if discussions are ongoing.

• Work included in, and excluded from, this request.
• Deliverable content and format, and whether acceptance checks are agreed.
• The supplier’s responsibilities and decisions or tasks retained internally.
• Unagreed terms and areas where costs could change.

These are ways to organize an explanation, not universal contractual requirements. Check the actual terms with the responsible internal team for each case.

Set out costs, benefits, risks and alternatives

Separate supplier fees from internal review effort so that remaining work is visible. If additional-work charges are unknown, do not treat the total as fixed.

Describe evidence-based expectations, such as delegating specialist work or reducing internal effort. Consider inconsistent quality, handover, information handling and dependency on the supplier. Compare a smaller scope, a different schedule or partial internal delivery.

A Japanese example to adapt

This fictional design-work proposal explicitly keeps terms not yet agreed with the supplier unresolved.

件名：製品説明資料の図版制作委託案
背景：社内では原稿を作成できますが、図版制作に必要な時間の確保が難しい状況です。
目的：図版制作を外部へ依頼し、資料作成を進めたいと考えています。
範囲・成果物：既存原稿に基づく図版10点を想定しています。原稿の事実確認と公開判断は社内に残します。
費用：委託費は税込20万円の見込みです。正式見積と追加修正費は確認中です。
期待する効果：社内の図版制作負担の軽減を期待しています。削減時間は未測定です。
懸念・条件：成果物の形式、修正範囲、納期、情報の取り扱いは未合意です。社内確認の担当は未定です。
代替案：図版数を減らして内製する案も比較対象です。