The role of consulting recommendations in shaping a procurement control strategy

Introduction. In contemporary conditions, procurement activities require not only compliance with established procedures, but also the development of an integrated control strategy at all stages of the procurement cycle. The growth of legal, financial, and reputational risks makes insufficient an approach in which control is limited solely to reviewing documentation and assessing the legality of supplier selection. Consulting recommendations acquire particular importance, as they make it possible to combine legislative requirements, the managerial objectives of an organization, and risk-oriented control mechanisms. In this context, procurement control is viewed as an element of the system for managing efficiency, quality, and the legal sustainability of procurement activities.

The purpose of the study is to determine the significance of consulting recommendations for the formation of a procurement control strategy, as well as to identify the conditions under which such recommendations become an effective instrument for preventing violations, improving procurement efficiency, and enhancing internal management.

The methodological framework of the study includes formal legal, systemic, comparative legal, and functional methods. The research is based on the analysis of regulatory legal acts governing public and corporate procurement, including Federal Laws No. 44-FZ, No. 223-FZ and No. 248-FZ, as well as the provisions of legislation on the protection of competition and administrative liability.

Results. It has been established that consulting recommendations are most effective when they are aimed not at a formal enumeration of violations, but at designing a system of control points throughout the entire procurement life cycle. The article presents a critique of the mechanical borrowing of external recommendations without their legal adaptation to the regimes of Federal Laws No. 44-FZ and No. 223-FZ, as well as of an approach that limits control to the supplier selection stage. The necessity of a risk-oriented and preventive control model is substantiated, including the verification of needs planning, justification of the initial price, assessment of supplier reliability, acceptance of results, monitoring of contract performance, and analysis of repeat procurements. It is additionally shown that an effective control strategy presupposes the allocation of responsibility among departments, the recording of control actions in the digital environment, and the use of indicators that make it possible to assess not only savings, but also the quality of procurement outcomes. It is shown that the digitalization of procurement produces a positive effect only if business processes are standardized in advance, responsibility is distributed, compliance tools are introduced, and measurable performance indicators are established.

Conclusions. It is concluded that consulting recommendations acquire real value only when they become part of the internal procurement control strategy, ensuring the transformation of legislative requirements, scholarly approaches, and the customer’s practical experience into a unified, functioning, and prevention-oriented control system.

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