In large construction and infrastructure projects, the cost of a procurement error can be measured not only in money, but also in weeks of delays, work stoppages, and disruption to the entire construction schedule . Sherzod Almatov led procurement at Enter for over seven years. Engineering and took part in the implementation of such large-scale projects as the Samarkand International Airport, the Silk tourist center Road Samarkand , Humo Arena and a branch of the National Research Nuclear University MEPhI. Today, it continues to develop expertise in procurement and supply chain. Sherzod discusses why modern procurement has long ceased to be a simple matter of “finding it cheaper,” how to manage international suppliers, and what happens behind the scenes at major construction projects . Almatov said in an interview.
Sherzod , let ‘s start with a general question. What does a modern procurement system for a large infrastructure project look like today?
I would say that procurement is much more than simply sourcing and placing an order. On a large project, procurement is part of the overall project management system. The construction schedule, quality of work, financial performance, and the team’s ability to complete assigned tasks directly depend on how well procurement is organized. It’s necessary to simultaneously understand technical requirements, evaluate the market and suppliers, analyze commercial proposals, and monitor production, logistics, documentation, quality, and delivery times. However, each stage cannot be considered in isolation. If, for example, equipment is purchased at an attractive price but takes too long to produce, or the supplier is unable to provide the necessary documentation, the transaction may prove unprofitable for the project. Therefore, my job has always been to see the entire process: from the emergence of a need to the actual delivery of materials or equipment to the site and its readiness for use.
– You worked at Enter for many years. Engineering . What challenges did you face as the head of procurement?
– In Enter In Engineering , I was responsible for the full procurement cycle. This included analyzing requests and technical requirements, finding and qualifying suppliers, conducting commercial negotiations, concluding and managing contracts, overseeing production and delivery, logistics, documentation, and quality control. A key feature of EPC projects is that procurement is closely intertwined with virtually all departments. Engineers are responsible for the technical aspects, the project team for the schedule, the finance department for payments and the budget, and quality specialists for compliance. Therefore, a procurement manager must be able to integrate these interests into a single process. Over the years, I’ve come to understand that a good procurement specialist shouldn’t simply fulfill incoming requests. They should anticipate potential problems and understand the impact a particular decision will have on the project as a whole.
You’ve been involved in four major projects, each quite different from the other. How did they differ, and what did they share in their procurement approaches?
Despite the differences, the fundamental approach remained the same: first, it’s necessary to accurately define the technical need, then find a reliable supplier, assess commercial terms and risks, ensure quality control, and synchronize delivery with the construction schedule. For example, Samarkand International Airport is an infrastructure project with very high requirements for equipment, documentation, and deadlines. In the case of Silk Road Samarkand discussed the large number of different categories of materials, international suppliers, and the need to coordinate supplies for a large-scale tourist complex. Humo The Arena required specialized systems, including climate control and ice-making equipment. The MEPhI branch project required special attention to technical specifications, documentation, supplier qualifications, and requirements for specialized engineering and laboratory systems. While industries and product categories may vary, the principle remains the same: transforming complex technical requirements into controlled and timely delivery.
Samarkand International Airport is one of the projects you were involved in. What’s particularly important in procurement for aviation infrastructure?
In projects like these, deadlines, technical compliance, documentation, and quality are especially critical. Delivery can’t be viewed as a standalone event. It’s essential to understand when the equipment should be manufactured, when it should undergo inspection, when it should be shipped, how long transportation and customs clearance will take, and by what stage of construction it should be on site. Any significant deviation can impact subsequent work. Therefore, it’s essential to constantly monitor the order status and proactively respond to emerging risks. For me, it was crucial not to wait until a delay had already become a problem. If a signal of a possible deadline violation appears, it’s necessary to immediately assess the consequences, consider alternatives, and make a decision.
– Is it possible to say that the lowest price does not always mean the best purchase?
– Absolutely. This is one of the key principles I’ve used in my work. Price is an important factor, but it can’t be considered in isolation. You need to evaluate the total cost and risks. For example, a proposal may be cheaper, but it may also have a longer production lead time, expensive transportation, a weak warranty, or an unreliable supplier. If such a decision delays the project, requires an urgent supplier change, or results in additional expenses, the initial savings will quickly disappear. Therefore, I always tried to compare proposals holistically: technical compliance, cost, deadlines, production capabilities, logistics, contractual terms, warranty, and the consequences of a possible delivery failure.
– What do you do if a supplier delays critical material or equipment?
First, it’s important to understand the true scale of the problem. Not every delay is critical. It’s important to determine which stage of the project will be affected and whether there’s a risk of impacting a key deadline. Then, consider the options. Is it possible to speed up production? Can the logistics route be changed? Is there an alternative supplier? Can other materials or equipment that meet technical requirements be used? The decision should be well-founded, not emotional. In a difficult situation, it’s especially important to remain calm, gather the facts, and quickly determine the most rational option. And the ability to act in the face of incomplete information and changing circumstances, in my opinion, is one of the most important competencies of a procurement manager.
– If you were to formulate your professional principle in one phrase, what would it be?
“I would formulate it this way: a good procurement isn’t one that’s simply done cheaper, but one that ensures the project achieves the required quality, deadlines, reliability, and a manageable level of risk. Ultimately , the procurement specialist’s job is to ensure that delivery doesn’t become a bottleneck for the project. On the contrary, it should be a part of the system the team can rely on.”
→ For deeper coverage, head to our full archive.
