The highest priority in U.S. government acquisitions is to respect the business "rights" of suppliers and potential suppliers. It's hard to understand how tightly this is wound into the very foundations of USG acquisition until you've seen the inside of the process. There are a lot of pragmatic things the government ought to be able to do to best represent the public's interests, but the corporate supplier base's business interests almost always trump the public's interests. The exceptions are when acquisition officials buck the system, lay out expectations for technical data up-front, negotiate hard, and are willing to risk the supplier walking away.

The deference to corporate interests is deeply entrenched in how the U.S. government works. In my opinion and experience, it is also why the U.S. government fails so badly at so many things it does.

Imagine you are the end-user of the thing being acquired (e.g., a military service). You know the acquisition is system is slow, ponderous, and subject to a lot of high-level interference. You care less about the public's long-term interests than about getting the thing, especially when there's a strong risk you may never get the thing due to acquisition system failures. When you feel that sense of desperation, you let the acquisition process give away a lot to the supplier if it substantially improves the likelihood you get the thing, or the (real or perceived) timelines to get the thing.