They can help assess a genuine choice if their status and differences are clear.
Keep the records separate
Label the employer and current version of each proposal. The final strategy should concern the actual intended work, not a blended description of both. Hypothetical example: a map-cartography specialist who receives two versions of an offer after the client changes the project scope.
At a first review, the first review should label each version and identify which document describes the position that will actually be performed. The records most likely to settle that point are signed offer, detailed duty statement, credential evidence, project dates, and any client-worksite explanation. Sequence the work deliberately: settle scope before assembling the final package, then remove superseded factual assumptions from the strategy.
A common error is combining duties from both versions creates an attractive narrative that describes no real job; that error matters because a conclusion based on incomplete or mismatched facts may not carry to the final arrangement. Write down the decision that remains after the review, the fact that could change it, and the record needed to resolve that fact. This creates a usable file rather than a collection of documents that cannot be connected to the actual plan.