PUBLIC discourse often leans towards criticising government’s policies and departmental frameworks without sufficient analysis. In many cases, the issue lies not with the policies, but with lax implementation. This distinction is particularly relevant in the field of public procurement where structural reforms are frequently introduced, but fail to deliver the desired outcomes due to gaps in execution. The Punjab government’s initiative to introduce e-procurement, followed by the nationwide implementation efforts through e-Pak Acquisition and Disposal System (EPADS), marks a significant step towards transparency and efficiency. Digitalisation, in principle, reduces human discretion, enhances audit trails and promotes competition.

A critical weakness in the prevailing procurement practices is the tendency to rely on observational learning and acquiring knowledge merely by watching how others conduct their procurement processes. This approach undermines the essence of procurement as a professional discipline. In essence, procurement is not a mechanical or routine activity; it is a strategic function that is grounded in core principles, such as value for money, fairness, transparency, competition and accountability. Without a solid conceptual understanding of these principles, even the most advanced systems will fail to produce meaningful results. Moreover, procure-ment is inherently context-specific. Each case demands a tailored approach based on market conditions, risk assessment, technical requirements and stakeholder objectives. Standardised procedures can provide a framework, but they cannot be substitutes for professional judgment and strategic thinking.

Another concern is the composition of procurement committees. Current practices often emphasise the inclusion of high-ranking officials, assuming that seniority equates to competence in procurement. In reality, the effectiveness of a procurement committee depends more on the relevant experience and technical expertise of its members than on their administrative grade. A committee lacking procurement knowledge is unlikely to deliver optimal outcomes regardless of its hierarchical stature. Therefore, while digitalisation is a welcome development, it should not overshadow the need for capacity building and institutional reforms. Training programmes, professional certifications and a culture of continuous learning must be prioritised. Procurement professionals should be equipped not only with technical skills, but also with the ability to think critically and adapt to varying scenarios.

The future of procurement will not be transformed by technology alone. Without strengthening the human and institutional dimensions, knowledge, experience and strategic insight, digital systems risk becoming superficial solutions. To achieve meaningful progress, policymakers must place equal emphasis on key principles, people and processes. Otherwise, the past, present and future of procurement may remain fundamentally unchanged.

Eijaz Zaman Khan
Hyderabad

Published in Dawn, June 18th, 2026