Why Procurement Matters More Than Most People Realize

If you’ve ever wondered why public infrastructure projects take so long, go over budget, or fail to deliver the results communities expect, there’s a good chance the problem started long before the first shovel hit the ground. As someone who has spent decades working in public service and infrastructure, particularly in solid waste management I can tell you: it often starts with procurement.

Procurement might sound like a behind-the-scenes administrative task, but in reality, it sets the foundation for everything that follows. Done right, it ensures the public gets value for its money, projects are delivered on time, and services meet community needs. Done poorly, it opens the door to delays, waste, and even corruption. Unfortunately, in too many cases, it’s the latter.

The Most Common Bidding Mistakes

Let’s start with what goes wrong. There are some very common mistakes that government agencies and departments make during the bidding process:

1. Vague or unrealistic scopes of work: If the request for proposal (RFP) isn’t clear, bidders don’t have a solid understanding of what they’re expected to deliver. This results in proposals that are either wildly underpriced or padded with guesswork. Once work begins, change orders start flying and costs skyrocket.
   
2. Overly complex or restrictive requirements: Sometimes, in an effort to avoid risk, RFPs are written with requirements so specific that only one or two companies can realistically apply. This limits competition and can make the process feel rigged, even when it’s not.
   
3. Lack of pre-bid engagement: When agencies don’t engage potential vendors before issuing a bid, they miss out on valuable feedback. Companies can offer insight into the feasibility of the timeline, availability of materials, or best practices that could save money in the long run.
   
4. Choosing the lowest bidder without weighing value: The lowest price isn’t always the best deal. A contractor who lowballs to win the bid may cut corners, miss deadlines, hit the agency with endless change orders later, or not comprehend the task. A solid procurement process considers experience, capacity, past performance, and overall value—not just cost.
   
5. Failure to vet contractors thoroughly: Just because a company looks good on paper doesn’t mean they’re the right fit. Agencies need to take the time to research past work, speak with references, and review financial stability before making an award.
   

Real-World Consequences of Poor Procurement

In my own experience, especially working in waste management and public infrastructure in the U.S. Virgin Islands, I’ve seen what happens when procurement goes wrong. Projects stall out because contractors don’t have the capacity to complete the job. Public trust erodes because residents see tax dollars wasted on poor workmanship or long delays. Worse, poorly written contracts leave governments with little leverage to enforce standards or timelines.

In some cases, we’ve inherited contracts that didn’t anticipate future needs, leading to long-term inefficiencies and the need to start the process all over again just a few years down the road. This is particularly frustrating in small island developing states, or resource-limited communities, where every dollar counts and every delay affects people’s lives in real ways.

How We Can Fix It

The good news is that procurement doesn’t have to be broken. There are practical ways we can improve the process and get better results:

1. Invest in training: Procurement professionals need ongoing education, not just in legal requirements, but in negotiation, market trends, and contract management. Agencies should make training a priority.
   
2. Use pre-bid conferences and market research: By engaging vendors early, agencies can clarify requirements, gauge market interest, and identify potential issues before bids go out.
   
3. Develop better scopes of work: Clear, detailed scopes aligned with real-world conditions set everyone up for success. If a project requires specialized knowledge, bring in experts to help write the RFP.
   
4. Implement value-based selection: Instead of defaulting to the lowest price, evaluate bids based on a scoring system that includes qualifications, experience, proposed approach, and cost.
   
5. Strengthen oversight and accountability: Once a contract is awarded, the work isn’t done. Strong contract management is essential to ensure vendors deliver as promised. Regular reporting, site inspections, and performance evaluations are a must.
   
6. Create procurement transparency: Posting bid opportunities, evaluation criteria, and final awards publicly builds trust and invites broader competition. It also makes it easier to identify and correct patterns of favoritism or poor decision-making.

Procurement Is the Front Door to Public Service

It’s easy to overlook procurement as a technical process best left to specialists. But the truth is, procurement is the front door to public service delivery. Whether we’re building roads, managing waste, installing water systems, or modernizing energy infrastructure, it all starts with how we choose our partners.

When we get procurement right, we protect public funds, foster innovation, and deliver better services. When we get it wrong, we delay progress and erode public confidence.

Raise the Standard, Raise the Outcomes

The work we do in the public sector matters. Communities depend on us to build infrastructure that works, holds up over time, and improves quality of life. That’s why we have to raise the standard when it comes to procurement. It’s not just about following the rules—it’s about taking ownership of the process, asking tough questions, and making decisions that put the public first.

If we’re serious about creating resilient, thriving communities, especially in regions like the Caribbean where resources are limited and needs are great, then we have to start by fixing the systems that build the foundation. And that begins with a procurement process that’s fair, transparent, and designed for success.