Federal procurement is consolidating quickly, and for B2G marketing and BD leaders, the center of gravity is decisively migrating toward GSA. By the end of the year, GSA is expected to control roughly half of all federal procurement dollars, fundamentally changing how contractors go to market with government buyers.

If your growth strategy still treats “the agency” as the center of the universe, it’s time for an update.

If that made you feel mildly stressed… take a deep breath.

What is Procurement Consolidation?

Procurement consolidation is the federal push to centralize common purchasing so agencies buy more “everyday” goods and services through standardized, governmentwide channels rather than duplicating contracts across departments.

In practice, it means:

• More spend routes through GSA-managed vehicles for common categories.
• More “use what already exists” behavior before a new competition gets approved.
• More influence from category management and enterprise-wide buying strategy.

GSA as the New Power Buyer

The federal government’s “common goods and services” spend is on the order of hundreds of billions annually, and only a fraction currently flows through GSA vehicles. The policy direction is designed to increase that share significantly.

Translation: GSA pathways become the front door more often.

As GSA consolidates acquisition authority, more spend will flow through a smaller number of enterprise‑wide, pre‑competed vehicles and Best‑in‑Class contracts. This creates higher‑value, higher‑visibility platforms, but also higher barriers to entry for vendors that are not well-positioned on those vehicles.

So for BD teams, “Which agencies are we targeting?” still matters, and “Which GSA vehicles are we positioned on?” becomes equally strategic.

With GSA steering close to $500 billion in annual obligations, category management and portfolio‑level decision making will matter more than individual program office relationships. Contractors that can show how their offerings fit into GSA’s government‑wide strategies (rather than just one agency’s needs) will have an edge.​

How Consolidation Changes the Buyer Journey

Procurement consolidation changes the buyer journey in three ways:

• The “easy-to-buy” path becomes the default (existing GSA vehicles first).
• Visibility concentrates around fewer, higher-leverage contract channels.
• Compliance and credibility show up earlier in how buyers shortlist vendors.

It changes where the “gate” sits in the buyer journey from agency‑specific RFPs to GSA schedule placement, GWAC access, and position on required‑use or Best‑in‑Class contracts.​

In a more decentralized environment, the gate often looked like:

• Agency-specific RFI → RFP → award

In a more consolidated environment, the gate often looks like:

• Vehicle eligibility and positioning → agency selection of an existing path → task order

That means the buyer journey favors:

• Pre-competed channels
• Faster buying patterns
• More scrutiny on whether you’re easy to buy from

For marketing and BD, this is a major sequencing change. Buyers can decide the path before they finalize the requirements. Your influence window moves earlier.

Where the FAR Overhaul Fits 

In parallel, the Office of Federal Procurement Policy and the FAR Council are stripping out outdated, redundant, and non‑statutory language from the Federal Acquisition Regulation (FAR) and updating more than 20 parts to support more flexible, digital, and outcomes‑based acquisitions. Agencies are operating under interim guidance and class deviations as this “FAR 2.0” framework moves through rulemaking, giving contracting officials more discretion in how they plan, compete, and award.​

For contractors, the FAR changes amplify what GSA is already driving:

• More emphasis on agile, modular buying
• Unified cybersecurity and supply‑chain standards
• Streamlined, digital workflows

Vendors that are automating proposal, compliance, and reporting processes (and can clearly articulate their security posture) will be better aligned with where policy is heading.​

Implications for marketing and BD leaders

This moment calls for re‑prioritization.

1. Lead with “how we’re bought,” earlier than you think

Make your contract paths impossible to miss in federal messaging:

• GSA Schedule positioning
• Relevant GWACs
• Best-in-Class/governmentwide channels where applicable

If the buyer’s first question is “How do we procure this quickly?” your content should answer it in one scroll.

2. Build content that matches the consolidation decision

Re‑center your go‑to‑market around GSA vehicles that map to your core offers and target missions, and make those vehicles prominent in all federal messaging.​

Create assets that map to buyer questions like:

• “Which contract path fits this need?”
• “What’s the fastest compliant route?”
• “How do we reduce risk and still move fast?”

3. Treat GSA stakeholders as part of your account universe

Develop relationships, capture, and content plans for category managers, schedule PMOs, and GWAC offices.

• Category management priorities
• Schedule/GWAC program offices
• Acquisition influencers shaping standard use patterns

4. Equip sales with clear, concise narratives

Give sellers concise talk tracks that connect your solutions to:

• GSA’s government‑wide priorities
• New cyber and supply‑chain expectations
• Faster, more modular buying patterns

Want a Practical Playbook for Navigating This Reform?

Federal procurement is consolidating in fewer hands, and the contractors who adapt their positioning, pipelines, and content to GSA’s expanding role will be best positioned to grow.

To get a grounded, tactical walkthrough of procurement consolidation and the parallel FAR rewrite, invite your leadership, marketing, and capture teams to GovExec’s “A GovCon Guide to the Federal Procurement Overhaul.”