The Government of India just made it official. Construction professionals are not off the hook when it comes to procurement.

According to a recent update from Lexology (link to full article), the Ministry of Finance issued a directive mandating the involvement of technical experts in procurement processes. This includes public construction and infrastructure development. The circular makes it clear: procurement cannot operate alone.

“It is imperative that the requisitioning authorities, including the technical experts, are involved in the tendering process to ensure that the technical aspects and quality considerations are not compromised.” – Lexology, June 2025

This is something we need to hear in every market.

Too often, facilities and construction professionals hand off the RFP process entirely to procurement. They assume their job ends at conceptual design or high-level budgeting. That’s a mistake. One that leads to weak scopes of work, missed specifications, and overpriced bids. Worse, it leaves the team pointing fingers when the project goes sideways.

The Consequence of Checked-Out Leadership

Not long ago, I worked with a major real estate group on a capital projects program. The head of Capital Projects and Development refused to participate in the RFP process. Procurement reached out several times for input on scope. Silence. No feedback. No sign-off. No edits.

After the RFP was issued, he lit up the team with complaints. He flagged missing scope items and cost exposures that only someone in his role could have anticipated. His response? Blame procurement. No ownership. No accountability.

This happens more often than people like to admit. Procurement teams are not construction experts. They are not responsible for identifying building systems, installation methods, or logistics constraints. That belongs to the facilities team. If they don’t show up, they don’t get to complain.

Why I See This So Clearly

I sit in a rare position. I have the technical training of an architect and the hands-on expertise of a procurement professional. That’s not common. It gives me a unique perspective on both sides of this conversation. But even with that dual skillset, I cannot write a complete scope of work for a complex facility without input from the facilities team.

Facilities managers are uniquely positioned to know the real constraints of a project. They know what systems are legacy. They know what’s already broken. They know what can’t be shut down and what the operations team won’t tolerate. No outside consultant—no matter how smart—can guess that from a desk. That knowledge lives inside the facility team.

Turf Wars Don’t Build Better Projects

There’s another problem that rarely gets called out. Some facilities professionals carry a chip on their shoulder when it comes to working with procurement. They feel like someone is stepping into their domain. They resent being asked to share information or review documents.

That attitude is toxic to collaboration.

Facilities teams are often allowed to operate without procurement. So when procurement shows up with structure, process, and requirements, it creates friction. But this isn’t about taking control. It’s about getting the best possible results for the organization. Procurement isn’t there to run your project. They’re there to protect your dollars and keep the process clean.

Reviewing an RFP does not mean you’re driving the procurement. It means you’re contributing your expertise, where it counts most.

Own Your Lane

The Indian government’s circular spells it out. Subject matter experts must participate—during procurement.

“The technical experts must not only provide technical inputs at the pre-tender stage but also remain associated during the bidding process and finalization of contracts.” – Lexology, June 2025

That’s the model. It recognizes a truth that applies globally. Procurement is a team sport. Construction professionals cannot stay on the sidelines. They are still responsible for the integrity of the scope. They are still responsible for the results.

Each team has a lane.

Facilities knows the infrastructure. Procurement knows the process. When each team owns their lane and shows up to contribute, the project gets better. When either team checks out, quality goes down—and cost goes up.

This isn’t just about public works in India. This is about raising the bar everywhere. Too many project teams leave the most critical parts of procurement in the wrong hands. Then act shocked when bids miss the mark. India’s regulation is a wake-up call, and it deserves attention.

Engage. Participate. Stay Accountable.

Construction professionals cannot treat procurement as an outsourced function. It’s part of the work. If you want results, you have to show up.

Have you seen turf wars between procurement and facilities derail a project? What do you think it will take to build better collaboration across teams? Tell me your stories.

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