Why single-vendor accountability wins on industrial contracts
The procurement case for integrated delivery over multi-vendor coordination overhead.
Large infrastructure projects rarely fail on technology. They fail in the seams between vendors ... the unowned interfaces where the energy contractor's scope ends and the network contractor's begins.
Every additional vendor on a project adds coordination overhead, contractual ambiguity, and a new opportunity for schedule slip. Procurement teams often underestimate this cost because it never appears as a line item.
Integrated delivery puts one engineering team behind energy, security, networks, communications, and automation ... designed together, commissioned together, and supported under one service-level agreement.
For CEOs and facility owners, the practical benefit is simple: one contract, one project director, one point of escalation. When something needs fixing at 2 a.m., there is no debate about whose problem it is.