ABSTRACT
This chapter discusses that attention is given to best practice procurement of knowledge. Readers may wish to use this as a benchmark of whatever procedures are used within their organization, adopting and adapting as appropriate. The chapter follows the process in a logical sequence from need identification, through requirements definition, invitation to tender (ITT), negotiation, business case development and contract award. The most potent argument against the use of competitive tendering, and in favour of a negotiated approach to contract for buying knowledge-based services, is that competitive tendering militates against building a long-term relationship with contractors. Advantages are that minimal specification is required and work can be got underway quickly. The buyer must have high confidence in and trust of the contractor and the contractor is used in helping to plan the work. This requires negotiation with the supplier, with open accounts and an agreed method of making books available.
