ce to all legal constraints pertaining to these activities are also legitimate concerns of organizational management. Therefore, too, activities, policies, and procedures which impact these factors are legitimate managerial concerns. The use of formalized procedures in the conduct of the organizational purchasing and contracting function, and the effective orientation of personnel assigned to purchasing/contracting-related duties are two such activities and procedures which hold the potential for significant impact on the productivity of the organizational purchasing and contracting function, and on the compliance rate with respect to legal constraints on the conduct of public sector purchasing activities.
An organizational tenet essential to the efficient discharge of the purchasing and contracting function is that of centralization. In the context of public sector purchasing and contracting, centralization refers to the authority for the exercise of procurement responsibilities. Centralization of procure
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