Best Practices: How Transit Agencies Can Improve Their Procurement Process

For transit agencies, procurement can be one of the most challenging and transformative processes in any capital or technology project. The stakes are high. Decisions made during requests for proposals (RFP) development and evaluation shape project outcomes for years, impacting rider experience, agency operations and vendor partnerships. Yet too often, procurement becomes a bureaucratic exercise rather than a strategic collaboration. 

As a technology provider that has responded to hundreds of RFPs across North America, we have seen both the pitfalls and the best examples of public procurement. Agencies that get it right tend to share three key characteristics: clear communication, collaborative evaluation and outcome-driven specifications. 

1. Write for outcomes, not just compliance 

Procurement language often defaults to rigid technical requirements. While these details are important, overly prescriptive language can unknowingly limit competition and innovation. Instead of requiring a specific server architecture or network type, focus on desired outcomes like system uptime, data integrity or integration with existing platforms. 

Equally important, avoid the temptation to copy and paste from other agencies’ RFPs without fully understanding the technological requirements. Every transit system is unique. Asking for capabilities that don’t align with your agency’s operating goals or that your budget can’t realistically support often leads to poor bid responses, unnecessary costs and overpromised solutions. Strive to request the features you truly need and can sustain, given your funding and staffing realities. 

2. Engage stakeholders early 

Involving the end users, dispatchers, IT staff and operators early in the RFP process produces better requirements and smoother project rollouts. Too often, frontline staff only see the solution after it’s deployed, leading to costly change orders or missed functionality. 

Collaborative workshops before RFP publication allow agencies to align technical, operational and customer-facing needs. This front-end investment yields better-scoped projects and more relevant vendor responses. 

3. Strengthen evaluation and reference checks 

Complex, point-heavy evaluation rubrics can obscure what truly matters. Streamlined, weighted criteria that prioritize functionality and life-cycle value over initial cost produce better long-term results. Including evaluators from operations, maintenance, IT and finance to assess proposals offers a more holistic perspective. 

When it comes to references, don’t limit yourself to the traditional three. Ask for a full list of current deployments or customer contacts, so your team can choose who to call. Speaking with a mix of large and small clients and even some who faced challenges gives a more accurate picture of vendor performance and support culture. 

4. Maintain open communication 

Procurement doesn’t end with contract signing. Establishing regular communication checkpoints through implementation, testing and operation ensures expectations remain aligned. Agencies that schedule project health checks with their vendors often see improved timelines and fewer disputes. 

Finally, embracing two-way transparency, having vendors being honest about limitations and agencies being clear about evolving priorities can transform what’s traditionally seen as a transaction into a true partnership. 

A modern mindset for public procurement 

Improving the procurement process isn’t about rewriting rules; it’s about reframing relationships. When agencies treat procurement as a collaborative journey rather than a rigid contest, both sides benefit. The result is not only a better product, but a stronger, more adaptable transit system equipped to meet the growing expectations of riders and communities.