The Set-It-and-Forget-It Fallacy

“Project Procurement Management is just a one-time decision made at the start of the project”—this myth can derail even the best-laid plans. Many assume that once vendors are selected and contracts signed, procurement is done. I’ve seen this mindset lead to chaos. In a marketing campaign project, we locked in a vendor early, only to realize mid-campaign that their services couldn’t adapt to new client demands. The result? Missed deadlines and a scramble to renegotiate. Procurement isn’t a single checkbox—it’s a dynamic process that evolves with the project. Let’s bust this myth wide open and explore why it’s an ongoing journey.

• Common Assumption: People often think procurement ends with a signed contract, leaving no room for adjustments as the project unfolds. This stems from a desire for simplicity, but projects rarely stay static.
• Real-World Impact: In the marketing project, we underestimated how client feedback would shift our needs. Sticking to the initial procurement decision cost us time and trust.
• The Bigger Picture: Procurement management spans the entire project lifecycle—planning, execution, and monitoring—ensuring resources align with goals at every stage.

Where the Myth Comes From

This misconception has roots in outdated project management practices and a lack of visibility into procurement’s role. Years ago, projects were often linear, with fixed scopes and predictable needs. Today, agility is king, yet some still cling to old habits. I’ve encountered this myth in teams new to adaptive frameworks like Agile, where they assume procurement is a one-and-done step rather than a continuous effort.

• Historical Baggage: In traditional waterfall projects, procurement was often front-loaded—select a vendor, sign a deal, move on. This worked when requirements rarely changed, but modern projects demand flexibility.
• Knowledge Gap: Teams unfamiliar with procurement’s strategic value may see it as a logistical task rather than a critical, ongoing function. I’ve trained junior PMs who were shocked to learn procurement extends beyond the kickoff meeting.
• Pressure to Simplify: Stakeholders sometimes push for quick decisions to “get started,” overlooking how procurement needs evolve as risks, scope, or timelines shift.

The Truth: A Living Process

Procurement management is a living, breathing process that adapts as the project progresses. It’s not about making one decision and walking away—it’s about staying engaged, reassessing needs, and adjusting plans. In a recent infrastructure project, we planned to procure materials upfront. But when weather delays hit, we pivoted, negotiating with suppliers mid-project to secure just-in-time deliveries. That flexibility kept us on track and under budget.

• Planning Phase: Procurement starts with identifying needs and selecting vendors, but that’s just the foundation. We mapped out initial requirements, knowing they’d likely shift.
• Execution Phase: As the project unfolds, you’re managing vendor performance, addressing issues, and sometimes sourcing new resources. Our mid-project supplier switch was a game-changer.
• Monitoring Phase: Constant oversight ensures alignment with goals. We tracked delivery schedules and quality, tweaking procurement as needed to avoid bottlenecks.

A Fresh Example: The Event Planning Pivot

In an event planning project, we initially contracted a catering service based on a small guest list. When the client doubled the attendees mid-project, sticking to the original procurement plan would’ve been a disaster—undercooked food and angry guests. Instead, we revisited procurement, brought in a second vendor, and renegotiated terms. The event went off without a hitch, and the client praised our adaptability.

• Initial Decision: We chose a caterer for 50 people, a solid plan based on early data. But projects evolve, and so must procurement.
• Mid-Project Shift: Doubling the guest list required quick action. We assessed new options, vetted additional vendors, and secured capacity without breaking the budget.
• Outcome: The seamless execution proved procurement’s ongoing role. A static approach would’ve left us scrambling; flexibility saved the day.

Testing the Myth: Static vs. Dynamic

I’ve seen this myth play out in two contrasting projects. In a retail rollout, we treated procurement as a one-time call, locking in a supplier for store fixtures early. When design specs changed, we were stuck with incompatible materials and a blown timeline. Contrast that with a tech upgrade project where we kept procurement fluid—reviewing vendor contracts quarterly and adjusting as hardware needs shifted. The tech project finished ahead of schedule.

• Static Failure: The retail project’s rigid procurement led to rework and delays. We couldn’t pivot when the scope changed, proving the myth’s flaws.
• Dynamic Success: In the tech project, ongoing vendor reviews let us swap out underperforming suppliers midstream, keeping quality high and costs in check.
• Data Point: Studies show adaptive procurement strategies reduce project risks by 25% (PMI, 2023)—evidence that one-time decisions don’t cut it.

Why It’s Critical

Treating procurement as an ongoing process isn’t just smart—it’s essential for project success. Projects are unpredictable, and procurement must keep pace with changes in scope, risks, or stakeholder needs. Ignoring this risks misaligned resources, wasted budgets, and unhappy clients.

• Adaptability: An evolving procurement approach lets you respond to surprises—like sudden scope creep or supplier issues—without derailing the project.
• Cost Control: Dynamic management prevents overcommitment to outdated plans, optimizing spending as needs shift.
• Stakeholder Trust: Clients and teams value a PM who can adjust procurement on the fly, delivering results no matter the curveballs.

Practical Tips for Ongoing Procurement

Here’s how to make procurement a living process in your projects:

• Build Flexibility into Contracts: Include clauses for scope changes or phased deliveries. In the infrastructure project, this let us adjust material orders without penalties.
• Reassess Regularly: Schedule procurement check-ins—monthly or at key milestones—to ensure vendors still meet your needs. We caught a lagging supplier early this way.
• Engage Stakeholders: Keep teams and clients in the loop on procurement decisions. Their input can flag emerging needs you might miss.
• Track Performance Metrics: Use KPIs like delivery times or quality scores to monitor vendors, making data-driven adjustments as you go.

Closing Thoughts

Procurement management isn’t a one-time decision—it’s an ongoing process that demands attention throughout the project lifecycle. By staying proactive and adaptable, you can align resources with goals, avoid pitfalls, and drive success. Next time someone says procurement is “done” at the start, bust that myth and show them the power of a dynamic approach.