The senior leadership team of an organisation must firstly transform the prevailing business culture regarding contracts from a focus on administrative processes to an organisation and culture that recognises contracts as business assets. Greater investment should be placed in creating contracting competencies that work within a consistent framework. This framework should be compatible with, and have the capacity, agility and flexibility to support the overall business strategy and operational objectives. It is therefore essential that the ownership and accountability for the quality and integrity of the contracting process is measured by specific outcomes vis-à-vis these business objectives.
