In the rush to move a project forward, it can be tempting to “get a head start” by purchasing parts, components, or materials early — sometimes before the design is finalized or even before an expert is consulted.
At first glance, this might seem proactive. But in reality, procuring before planning often leads to waste, rework, and compromised outcomes.
Here’s why this practice is problematic — and how to fix it.
🔄 The Mistake: Procurement Before Design
In some organizations or teams, procurement decisions are made based on:
- Assumptions (“We’ll probably need this”),
- Past habits (“We used this last time”),
- Available deals or urgency (“Let’s grab it while it’s in stock”),
- Or worse, pressure from deadlines (“At least we’ll look like we’re doing something”).
Then, once the parts are on the table, an expert is brought in to “bless” the purchases — often by reverse-engineering a design around them. This is both inefficient and unfair to the expert.
🚩 Why This Approach Fails
1. You’re Locking in Constraints Prematurely
Buying parts early means locking the team into design decisions before the design even exists. You’re giving the project artificial limitations — which might force compromises in function, performance, or cost.
2. It Disrespects Expert Input
Experts are not validators of someone else’s guesswork. They are meant to guide decisions based on engineering principles, requirements, and real-world constraints. Asking them to work backwards is like hiring an architect after pouring the foundation.
3. It Creates Waste and Rework
If the pre-bought parts turn out to be unfit for the job, they’ll need to be replaced — which means sunk costs, possible shipping delays, and a dent in your timeline.
4. It Weakens Accountability
By having experts “tag along” after the fact, it becomes unclear who is truly responsible for the technical direction. This muddies communication, ownership, and trust within the team.
✅ What Should Happen Instead
Step 1: Define the Need
What is the problem we’re solving? What are the technical, functional, or business goals?
Step 2: Involve the Expert Early
Bring in your engineer, designer, or domain expert at the start — not as an afterthought. Their input is most valuable when it shapes the early decisions.
Step 3: Finalize a Design or Requirements Document
Only once there is a clear understanding of what’s needed should procurement decisions be made.
Step 4: Procure Based on the Design
This ensures parts are purpose-fit, aligned with the bigger picture, and cost-justified.
🧠 A Note on Real-World Flexibility
Sometimes, yes — you might need to procure something early due to long lead times, availability, or supply chain risk. In such cases:
- Acknowledge that you’re taking a calculated risk.
- Flag it explicitly in the project plan.
- Loop in the expert immediately to vet the decision.
This isn’t about rigid process — it’s about intentional, informed decisions, not rushed ones.
📣 Final Thought: Early Action ≠ Smart Action
It’s easy to confuse being busy with being productive. But real progress comes from making decisions in the right order, with the right people, at the right time.
Let’s stop asking experts to justify guesswork.
Let’s use their knowledge up front — where it can actually prevent mistakes rather than explain them.
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