Carisam · Sprint Closeout · Source documents
Back to closeout page

DOCUMENT 03

Jim handoff playbook

What Jim can decide, what needs your approval, and the daily rhythm.

CARISAM New Hire Handoff Playbook

Prepared for Lance and Jim

Purpose

Jim should become a capacity multiplier, not another person Lance has to manage all day.

This playbook defines what Jim can own, what he can prepare, and what still requires Lance approval.

Guiding rule

Jim can collect, organize, prepare, summarize, and follow up on defined items.

Lance approves pricing judgment, vendor choice, customer commitments, margin decisions, and anything that can affect trust.

Jim can own immediately

1. Request capture

Jim can log new requests into the quote tracker with:

  1. Customer name.
  2. Contact details.
  3. Product description.
  4. Quantity.
  5. Unit of measure.
  6. Destination.
  7. Source of request.
  8. Date received.
  9. Attachments.
  10. Missing information.

2. Document collection

Jim can collect and attach:

  1. Customer emails.
  2. Vendor quotes.
  3. PDFs.
  4. Plans.
  5. Photos.
  6. Prior related quotes.
  7. Shipping notes.
  8. Payment notes.

3. Vendor response tracking

Jim can update:

  1. Which vendors were contacted.
  2. When the RFQ was sent.
  3. Who responded.
  4. Who needs follow-up.
  5. Which responses are incomplete.
  6. Which responses need Lance review.

4. Quote preparation

Jim can prepare draft quote data for review:

  1. Line items.
  2. Vendor pricing.
  3. Lead times.
  4. Freight assumptions.
  5. Comparison notes.
  6. Missing fields.

Jim should not send final pricing without Lance approval.

5. Follow-up preparation

Jim can draft follow-up messages for:

  1. Vendors who have not responded.
  2. Customers who need clarification.
  3. Customers waiting on status.
  4. Vendors missing lead time or availability.

Lance approves any message that makes a firm commitment.

What requires Lance approval

  1. Final vendor selection.
  2. Final sell price.
  3. Margin strategy.
  4. Customer commitments.
  5. Substitution recommendations.
  6. Special shipping assumptions.
  7. Anything involving a relationship-sensitive vendor or customer.
  8. Any unusual payment term.
  9. Any quote with incomplete specifications.
  10. Any answer that could create reputational risk.

Daily operating rhythm

Morning

Jim updates the open quote list:

  1. New requests.
  2. Waiting vendor responses.
  3. Quotes ready for Lance review.
  4. Follow-ups due today.
  5. Customer updates needed.

Midday

Jim handles collection and follow-up work:

  1. Send vendor reminder drafts for Lance approval if needed.
  2. Log new vendor responses.
  3. Prepare comparison summaries.
  4. Flag blockers.

End of day

Jim gives Lance a short status report:

  1. What moved.
  2. What is stuck.
  3. What needs Lance decision.
  4. What is ready to send.
  5. What is at risk tomorrow.

Interruption rule

Jim should interrupt Lance only when one of these is true:

  1. A customer is waiting on a time-sensitive answer.
  2. A vendor response changes price, lead time, or availability materially.
  3. A shipment or payment issue creates risk.
  4. A quote is ready and only needs Lance approval.
  5. A request is unclear and cannot be prepared without Lance judgment.

Everything else goes into the tracker or end-of-day status.

First training target

Jim's first training target is not full autonomy. It is clean preparation.

If Jim can prepare complete quote packets for Lance review, the sprint creates immediate capacity.