Should Procurement and Research Contracts Sit Under One Roof?

Exploring the Pros & Cons of Overlapping Two Key Research Functions

Introduction

In several universities, research contracts teams and procurement teams are now working side by side in a single department. The idea is that this could simplify processes, cut duplication, and help researchers get what they need faster. But is it the right move?

Current Roles of Procurement and Research Contracts

Procurement

When universities collaborate with external organisations on research, procurement ensures that research funding is spent legally, ethically, and efficiently.

Procurement teams typically get involved when the university needs to:

• Subcontract research tasks (e.g. advanced analysis)

• Purchase specialist equipment or software

Their role includes:

• Finding and vetting suppliers

• Ensuring purchases comply with public procurement rules (such as the UK Procurement Act 2023)

• Ensuring spending is transparent and low risk

Research Contracts

Research Contracts teams ensure collaborations with external partners are clear, fair, and legally sound. They handle negotiation and drafting of agreements, manage intellectual property, ensure compliance with funding terms, and protect the university’s legal position.

They typically handle:

• Due diligence – carrying out legal and compliance checks

• Negotiation – agreeing on key points such as:

  • Scope of work and deliverables (what the project will produce)

  • Budget, cost recovery, and payment terms

  • IP ownership and licensing

  • Publication rights

  • Legal safeguards (liability, confidentiality, indemnity, termination)

• Sign-off and execution – coordinating approvals from Research Finance, Legal, and the lead researcher (Principal Investigator) before the agreement is final

  
  

Where Procurement and Research Contracts Cross Over

In short: Procurement focuses on how research funding is spent, while Research Contracts focuses on the legal terms of the project.

The teams overlap whenever spending and legal protection intersect in the same part of a project.

Example: A university working with a biotech company outsources DNA sequencing to an external lab. Procurement checks the supplier and manages the purchase, while Research Contracts sets the legal terms, IP rights, and data deliverables keeping the project compliant and on track.

Why Merge Procurement and Research Contracts?

Merging the two teams could simplify workflows, reduce duplication and give researchers a single point of contact. Naturally, this can save money and manpower.

At the same time, it ensures consistent compliance by integrating procurement and contract rules from the start and allows early risk management of contractual and supplier issues.

Example: When tendering for a high-value microscope, a combined team could coordinate purchase terms, IP rights in generated data, payment schedules, and maintenance obligations all under one function.

Potential Downsides of Combining Procurement and Research Contracts

Merging teams has some drawbacks. Specialist knowledge may be diluted, as research contracts involve detailed legal issues like licensing, publication rights, and funder-specific requirements that could be overlooked in a broader procurement team.

Processes could slow down for urgent research, since procurement rules, such as competitive tendering, can delay time-sensitive purchases.

Finally, change management is a risk. Merging teams requires training, updated policies, and clear procedures, without this, efficiency may suffer.

Example: A researcher with a fixed project deadline may need a specialist subcontractor with unique expertise. In a centralised model, even a strong case could be delayed by tendering rules, putting critical project milestones at risk.

Conclusion

There is no “one-size-fits-all” answer. The decision to combine procurement and research contracts functions depends on institutional priorities, research volume, and appetite for structural change. For some, integration could simplify workflows and improve compliance. For others, the risks to specialist knowledge and adaptability may outweigh the benefits.

The key question isn’t just whether the merger is possible, but whether it would help the university deliver research more effectively while keeping spending, processes, and legal responsibilities under control.

To learn more about the services Claric provides visit https://www.clariclegal.co.uk/university-contracts

or contact Richard Jenkins on 024 7698 0613 or richard@clariclegal.co.uk

Disclaimer: This article is for reflective purposes only and does not constitute legal or professional advice. Readers should seek independent guidance before acting on any information presented.