The purchase price is one part of the story.
A technology decision creates work before and after the equipment arrives. Installation, configuration, licensing, integration, administration and support all affect the result. A lifecycle view puts those considerations on the same page as the initial cost.
Make compatibility a deliberate step.
A component can be capable on its own and still be the wrong fit for a system. Check the exact model, supported configurations, interfaces, power and physical requirements. For software, include versions, licensing scope and the services it must connect to. Record the evidence behind the decision.
Consider the operating reality.
Ask who will manage the technology, what knowledge they need and how issues will be diagnosed. A system that requires skills the team cannot reasonably maintain may create an avoidable dependency. Operational fit belongs in the selection criteria.
Give change a place in the plan.
Consider how capacity might grow, how upgrades will be handled and what replacement could involve. A practical plan does not need to predict every future requirement. It should identify likely pressure points and avoid making the next change unnecessarily difficult.
Keep a usable decision record.
Document the requirement, the alternatives considered, the trade-offs accepted and the support information supplied with the purchase. Keep it somewhere the people responsible can find it. That record becomes a useful starting point when a question, incident or future project arrives.