By Lourdes Coss, MPA, NIGP-CPP, CPPO
Public procurement doesn’t operate in isolation. It’s a team sport that relies heavily on collaboration with program areas—those departments that define the need, use the product or service, and often have to live with the outcomes of our purchasing decisions.
When procurement professionals and program staff work in silos, the result is miscommunication, delays, missed expectations, and strained relationships. But when they operate as strategic partners, they create alignment, accountability, and better public service outcomes.
Bridging that gap is not only possible—it’s essential.
Why the Procurement-Program Relationship Can Be Tense
- Program areas may see procurement as a roadblock rather than a value-add.
- Procurement may perceive end users as last-minute, unclear, or noncompliant.
- Both sides may lack visibility into each other’s goals, timelines, and pressures.
The consequences? Rushed procurements, poor specifications, lack of vendor engagement, higher costs, and subpar performance.
How to Strengthen Collaboration and Trust
1. Engage Early and Often
The earlier procurement is involved, the more value we can bring. Encourage departments to loop in procurement at the planning stage—not just when it’s time to issue an RFP.
“We can help shape strategy—not just execute it.”
2. Speak Their Language
Avoid procurement jargon. When communicating with program areas, focus on their goals, risks, and desired outcomes—not just process steps.
“Here’s how this approach can help you get the right solution faster and more defensibly.”
3. Develop Joint Procurement Plans
Sit down quarterly with departments to map upcoming needs. Understand program timelines and budget cycles, and align procurement strategies accordingly.
Proactive planning reduces surprises, stress, and urgency.
4. Create Shared Tools and Templates
Develop user-friendly checklists, FAQs, and intake forms that make it easier for program staff to provide the right information upfront.
Collaboration is easier when expectations are clear.
5. Offer Training—And Ask for It, Too
Provide light-touch training for program staff on procurement basics. At the same time, ask them to share insights about their work. Mutual learning builds respect.
Understanding each other’s roles makes collaboration more effective.
Final Word
When procurement works hand-in-hand with program areas, we move from being “the people who slow things down” to strategic partners who solve problems, protect resources, and deliver results.
Bridging the gap requires intention, humility, and proactive communication—but the payoff is immense: faster procurements, better vendor performance, and stronger outcomes for the communities we serve.
Let’s stop building walls and start building bridges.
Procurement Transformation 